5. Integration Process Variables:<br />Level of integration<br />Speed of integration<br />Acculturation<br />Autonomy Rem...
1. Strategic Intent<br />
 Strategic Intent<br />The Case for the Merger<br />
2. Target Organizations Variables<br />
2. Target Organizations Variables<br />Degree of relatedness<br />The relatedness/ relatedness  bring different synergies ...
2. Target Organizations Variables<br />Degree of relatedness<br />Organizational architecture<br /> Do the companies diffe...
2. Target Organizations Variables<br />Degree of relatedness<br />Organizational architecture<br />Performance<br />Merger...
Influence the merger decision making process.
However the diagram below provide an intuitive view:</li></ul>Performance  <br />Firm A<br />Performance  <br />Firm B<br />
2. Target Organizations Variables<br />Degree of relatedness<br />Organizational architecture<br />Performance<br />Approa...
3. Culture<br />
3. Culture<br />General culture<br />Organization culture<br />National culture<br />Can be “managed”<br />However almost ...
3. Culture<br />General culture<br />Organization culture<br />National culture<br />What Culture is Transferred When<br /...
3. Culture<br />General culture<br />Organization culture<br />National culture<br />
3. Culture<br />General culture<br />Organization culture<br />National culture<br />
3. Culture<br />General culture<br />Organization culture<br />National culture<br />Culture Development (Schein , Edgar H...
Visible symbols<br />Histories & stories<br />ARTIFACTS<br />Slogans<br />Behaviours<br />Dress codes<br />Organisational ...
Organizational Fit<br />Go – No Go Decision and Integration Planning<br />
5. Integration Process Variables:<br />Level of integration<br />High<br />Need For Organizational Autonomy<br />Tolerance...
Upcoming SlideShare
Loading in...5
×

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

2,366

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
2,366
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
33
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

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

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

    Clipping is a handy way to collect important slides you want to go back to later.

×