1. HIGH-IMPACT HR POST
MERGERS AND ALLIANCES –
DEVELOPING FLUID AND
FLEXIBLE PEOPLE STRATEGIES
TO ADD MAXIMUM VALUE AND
MEET FUTURE NEEDS
Jaison Williams – Talent Leadership & Organisation Development, GSK
Life Sciences Human Capital Summit (2 September 2015)

2. Our Journey
How exponential design can
drive disproportionate post-
M&A value
ExO designs in practice
HR’s role in designing
exponential people and
organization strategies
An introduction to
Exponential Organizations (ExO)
Why ExO’s matter in
the post-M&A organization
The current environment
of Bio Pharma
2
Group/ Panel Discussion:
How plausible is it for
HR to lead the shift to
ExO?

3. Mylan has bid $29bn (€27bn) to buy Perrigo

4. Pushing the boundaries: Exponential Organizations
An ExponentialOrganization (ExO) is one
whose impact (or output) is disproportionally
large — at least 10x larger — compared to its
peers because of the use of new organizational
techniques that leverage exponential
technologies.

5. Exponential Organizations: Attributes

6. Characteristics of the best Exponential Organizations that
provide a competitive advantage
Talent – Staff on Demand:
Rather than transfer and own employees, leverage external people for simple to
complex work – even for mission critical processes
Culture – Community & Crowd:
Attract and leverage your organization’s community or the general public to
scale by harnessing their creativity, innovation, validation and even funding
Processes – Leverage Assets:
Access, rent or share assets, including assets from customers, to stay nimble –
outsourcing even mission critical assets
Structure – Autonomy:
Flatten organization structures to facilitate self-organizing, multi-disciplinary
teams and/or individual employees to operate with decentralized authority
NewOperatingModel
**http://www.ExponentialOrgs.com/page/description

7. The key challenge
The key challenge to achieving a disproportionate
impact/ output post-M&A is understanding how to
fast-scale the organization to leap-frog the
competition

8. Applying an ExO approach to organization and people
strategies to design the post-M&A company**
Talent – Develop an adaptive Strategic Workforce Plan:
Take a full audit of companies’ strategic capabilities and talent pools and then simulate the
merger to identify talent overlaps and deficits, where cultural synergies are and where
issues are likely to appear1
Culture – Establish a fast-scaling culture:
Create a simple, easy-to-follow system to focus the organization on what matters,
encourage experimentation – and measure, report, review and reward employee
contributions
Processes – Articulate and transfer strategic capabilities:
Prioritize the transfer of value-adding strategic capabilities and associated knowledge by
leveraging Knowledge Management and organization learning approaches
Structure – Design an organization to support the desired culture:
Improve the organization’s ability to make and execute key decisions better and faster
than the competition in alignment with the vision and objectives of the new organization
NewOperatingModel
1-http://www.talentmgt.com/articles/ensure_smooth_talent_transitions_during_mandas