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Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
Model for Merger Management - This is a work in progress!!
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Model for Merger Management - This is a work in progress!!

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  • 1. 5. Integration Process Variables:
    Level of integration
    Speed of integration
    Acculturation
    Autonomy Removal
    Communication quality
    Social Integration Mechanisms
    6. Integration Process
    Strategy integration
    Structure Integration
    Human Integration
    Process Integration
    Task Integration
    Procedural Integration
    4. Org.
    Fit
    2. Target Organizations Variables
    Degree of relatedness
    Organizational architecture
    Performance differences
    Approach
    Acquisition./merger experience
    3. Culture
    General culture
    Organization culture
    National culture
    1. Strategic Intent
  • 2. 1. Strategic Intent
  • 3. Strategic Intent
    The Case for the Merger
  • 4. 2. Target Organizations Variables
  • 5. 2. Target Organizations Variables
    Degree of relatedness
    The relatedness/ relatedness bring different synergies that can be generated:
    Relatedness is usually considered against the background of the following:
    Similarity of production technologies
    Similarity of research processes
    Similarities in terms of products and/or service offering
    Similarities in term s of markets
    Relatedness generate the following potential synergies:
    Economies of scale
    Economies of scope
    Market power
    Relatedness is considered to generate other synergies such as administrative efficiencies, dominance due to size of firm, improved human capacity etc
  • 6. 2. Target Organizations Variables
    Degree of relatedness
    Organizational architecture
    Do the companies differ in terms of the span of control and degree of decision-making?
    Does the decision-making leeway, in terms of profit and cost centres, differ between buyer and target?
    How dissimilar are the compensation and incentive structures (e.g., the variable portion of remuneration)?
    What differences exist in core processes and functions such as market development, order processing, production of goods and services or extent of outsourcing?
    Post Merger Integration:
    Hard Data, Hard Truths
    BY Johannes Gerds and Freddy Strottmann
    with PakshalikaJayaprakash > Illustration by vincemcindoe
  • 7. 2. Target Organizations Variables
    Degree of relatedness
    Organizational architecture
    Performance
    Merger approach
    • Very little in terms of how performance
    • 8. Influence the merger decision making process.
    • 9. However the diagram below provide an intuitive view:
    Performance
    Firm A
    Performance
    Firm B
  • 10. 2. Target Organizations Variables
    Degree of relatedness
    Organizational architecture
    Performance
    Approach
    Acquisition experience
    Studies show mixed results in terms of performance of firms
    With less or more acquisition or merger experience. Few show
    The relationship consequences, as modelled here:
    Previous Experience
    Firm A
    Previous Experience
    The influence of organizational acquisition experience on acquisition performance: a behavioral learning perspective
    by JerayrHaleblian, Sydney Finkelstein
    Firm B
  • 11. 3. Culture
  • 12. 3. Culture
    General culture
    Organization culture
    National culture
    Can be “managed”
    However almost always follows
    Symbols
    Hero's
    Rituals
    Practices
    Values
    Cannot be “managed”
    Domain of transformation
    Transformational Leadership
    Cultures and Organizations:Software of the Mind
    By Geert Hofstede
    Presented by:
    Natalie Balaziuk, Beth Roszkowski, Michelle Yeager
  • 13. 3. Culture
    General culture
    Organization culture
    National culture
    What Culture is Transferred When
    Age:
    0
    10
    20
    Culture:
    Gender
    Family/Social class
    National
    Occupational
    Organizational
    VALUES
    PRACTICES
  • 14. 3. Culture
    General culture
    Organization culture
    National culture
  • 15. 3. Culture
    General culture
    Organization culture
    National culture
  • 16. 3. Culture
    General culture
    Organization culture
    National culture
    Culture Development (Schein , Edgar H . Organizational culture & leadership [Web log message]. Retrieved from http://www.tnellen.com/ted/tc/schein.html)
  • 17. Visible symbols
    Histories & stories
    ARTIFACTS
    Slogans
    Behaviours
    Dress codes
    Organisational structures & processes
    Rituals & Ceremonies
    Heroes & Legends
    Languages
    Core values
    Strategies
    ESPOUSED VALUES
    Beliefs
    Goals
    Philosophies
    Attitudes
    Unconscious beliefs
    Share assumptions
    Unconscious thoughts
    BASIC UNDERLYING ASSUMPTIONS
    Unconscious feelings
    Unconscious perceptions
    Adopted from Schein, E.H. Organizational Culture and Leadership, Jossey-Bass, San Francisco, 1992, Figure 9
  • 18. Organizational Fit
    Go – No Go Decision and Integration Planning
  • 19. 5. Integration Process Variables:
    Level of integration
    High
    Need For Organizational Autonomy
    Tolerance For Multicultural
    Need for Strategic Interdependence
    Degree of Relatedness
    Low
    High
  • 20. 5. Integration Process Variables:
    Level of integration
    Speed of integration
    Expectations Tend to Outpace
    Value Realization
    Potential Conflict
    Expectations/Value Realization
    Time
  • 21. 5. Integration Process Variables:
    Level of integration
    Speed of integration
    Acculturation

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