Prozessmanagement bei komplexen Großvorhaben

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  • Siemens is executing in average in the last 5 years about 1-3 large and up to 40 smaller acquisitions per year with an average volume of 4“
  • Prozessmanagement bei komplexen Großvorhaben

    1. 1. Prozessmanagement beikomplexen GroßvorhabenSchmalenbach-Tagung M&A 2012Kai Lucks Protection notice / Copyright notice
    2. 2. Komplexität ist… …Vielschichtigkeit (lexikalische Definition) …Einzigartigkeit …Eine neue Herausforderung …Für jedes Unternehmen anders gelagertAugust 2012 Prof. Dr.-Ing. Kai Lucks 2
    3. 3. Erfolgsquoten 77 50 66 53 31 % Fehlerquote McKinsey Mercer Booz-Allen KPMG KPMG (1987) (1995) (1998) (1999) (2001) • M&A ist eine große Herausforderung • Professionalisierung verspricht große VerbesserungenAugust 2012 Prof. Dr.-Ing. Kai Lucks 3
    4. 4. Es gibt grundlegende Treiber von Komplexität: Restructuring Degree Simple Size Relocations, Sales Volumes, Closings Employees Complexity of Case Locations, CountriesAugust 2012 Prof. Dr.-Ing. Kai Lucks 4
    5. 5. Experience Management: Project Challenge Drivers Sales Vol. own unit Cultural 1 Sales Vol. Change 12 2 11 candidate Locations 11 Volume Employees Reduction 3 11 own RestructuringManufacturin Employees g 10 4 candidate 11 heads reduction Improve- 9 ment Complexity 5 Countries 8 6 Value Chain 7 Locations Businesses Prof. Dr.-Ing. Kai Lucks
    6. 6. Experience ManagementOsram - Sylvania PG – Westinghouse SV – HuntsvilleRestructuring Volume Restructuring Volume Restructuring Volume Complexity Complexity Complexity Lamp consumer products Power gen systems Automotive components Combined sales 1.5 b. € Combined sales 7 b. € Combined sales 4.6 b. € Combined employees 27,900 Combined employees 18,500 Combined employees 21,700 EBIT improvement goal 188 m. € EBIT improvement goal 1.3 b. US$ EBIT improvement goal 140 m. € Factory transfer 8 Factory transfer 4 Factory transfer none 1994... 1999… 2004… Prof. Dr.-Ing. Kai Lucks
    7. 7. Westinghouse: Huge Efforts to Ensure Success 300 250 Team 200 Capacity 150 (Fulltime 100 Heads) 50 0(since 1992:)Pre Analysis Product Post Closing Integration Internal Team „Washington“ Spectrum Teams Joint Exploratory Manu- facturing Change Management Teams Negotiations Implementation Support Team Antitrust Filing 1995 1996 1997 1998 1999 2000 Signing 11/97 Closing 10/98 Prof. Dr.-Ing. Kai Lucks
    8. 8. Die Komplexität ist je nach Projekt-Typ unterschiedlich Siemens Definition: Interlocking 2 Projects Integrated Acquisition- Acquisitio RestructureReengineering n Ko closing closing m pl ex Meiste Private Equity: itä t Stand alone Reengineering Acquisition only Restructure closing closing Overlap: Complementarity: Cost Cutting Technology August 2012 Prof. Dr.-Ing. Kai Lucks 8
    9. 9. Siemens hat für komplexe Projekte ein Referenzprojekt- modell entwickelt, auf der Basis eines Prozess- Ansatzes Strategy Check Strategy Review Strategic Controlling Strategy Cand. + Path Screening Business Case Business PlanCore Processes Exploration Due Diligence Antitrust Prep. Antitrust Proced. Due Diligence 2 Financial Acquisition Controlling Deal- Vendor Due Dil) Deal Structure. making Negotiation + Contracts Closing preparat. Post Closing Contract Mangement Carve Out (1) Integration Concept Integration Preparation Organization. + Processes Structure Levers Measures Program. & Change Change Program. Readiness Plan 100-D-Implem. 1-Year-Implem. Cont. Improvem.Support Processes Information Communication Valuation Controlling Start Negot. Invest. Signing Closing 100 Days 1 Year Appl. Appl. August 2012 Prof. Dr.-Ing. Kai Lucks 9
    10. 10. Die Wissens-Elemente für M&A-Projektführung hat Siemens auf dem Intranet hinterlegtAugust 2012 Prof. Dr.-Ing. Kai Lucks 10
    11. 11. M&A-Wissensmanagement wird bei Siemens durch einen geschlossenen Lern-Kreislauf betrieben Preparatory Transaction Implementation Project Approval Approval Sign- Clos- 90 1 Business Management Start 1 2 ing ing Days Year Strategic Planning Business Case Deal Contract Management Integration Preparation Implementation & Controlling Know-How Transfer (CoC M&A Integration) Erfahrungsmanagement ist der Schlüssel für den ErfolgAugust 2012 Prof. Dr.-Ing. Kai Lucks 11
    12. 12. Bei hoch-komplexen M&A-Projekten wird das Design weitgehend durch die spezielle Aufgabe bestimmt Beispiel Projekt Alstom Industriekraftwerke: 4 Stufen, 2 Sorten von Teams Phase I Phase IIStep 1: Step 2: Step 3: Step 4:From strategic logic From clear integration From intelligent mea- From prerequisitesto clear integration targets to intelligent sures to implementa- to implementationtargets measures tion prerequisites "Goals" "Potentials" "Commitments" "Achievements" Functional teams Transition depending on • Team tasks • Team scope • Cross-functional coordination requirements Subdivisional teams August 2012 Prof. Dr.-Ing. Kai Lucks 12
    13. 13. Beispiel: Matrix-Aufbau beim Projekt Siemens Alstom Industriekraftwerke Steering committee (Voges, Kley, Lucks, Stieler, Behrens) Closing team Integration Office (Bopp, Brückner) Integration management ... ... (Balling) CD S2 - Alex PGI management team (= Sponsors) Team Team Team Team Team Team Steam Gas Com- Oil & Power Service Turbines Turbines pressors Gas PlantsSponsor Team Supply Management HartwigSponsor Team Manufacturing ButzSponsor Team International Sales Network Ehrenberg / StahlSponsor Team Service Network TiefenbachSponsor Team R&D/Technology SouthallSponsor Team Accounting/Controlling BiendarraSponsor Team IT Reinecke FunctionalSponsor Team HR teams Peyton-Jones SubdivisionalSponsor Team Communications Schütz (GZ-)teams August 2012 Prof. Dr.-Ing. Kai Lucks 13
    14. 14. Die Komplexität nimmt mit fortschreitendem Prozess grundsätzlich zu Steering Project Owner Project Project Committee Steering Committee Owner Steering Committee Owner Project Manager Integration Team-Leader Manager Strat /Struct Exploration Legal, Tax & Team Team Antitrust Strat / Struct Due Diligence Strat /Struct Post Closing Human Tax Team Project Office Team Team Team Contracts Resources Value Negotiation Valuation Information Communication Change Legal Team Management Team Team Team Team Team Team Antitrust Intellectual Tax Business 1 Business 2 Business 3 Business 4 Team Property Team Human Information Real Compliance Reporting Cotrolling Resources Technology Estate Integration Information Marketing Preparation Manufacturing Purchasing Manufacturing Service Technology & Sales Team Location 1 Location 2 Country A Country BCapa-cities Start Time Negot.Appl. Invest.Appl. Signing Closing 100 Days 1 Year August 2012 Prof. Dr.-Ing. Kai Lucks 14
    15. 15. Komplexe Projekte werden bei Siemens durch ein umfangreicheres Projektbüro gesteuert Das Project Office am Beispiel VA Tech wurde schon vor dem Closing aufgesetzt Overall Integration Office Project Change Readiness for Base lining, IntegrationModules 1 steering and 2 management and 3 4 target setting, 5 Day One in RCs administration communication impact controlling E.g.: E.g.: E.g.: E.g.: E.g.: • Monitoring of • Communication • Checklists and • Request • Methodology project progress time schedule framework for coordination support for RCs • Coordination of • Regular sound readiness issues • Target setting • Support ofTasks meetings checks • Consolidated methodology selected RCs • Preparation of • … readiness cockpit •… •… Steering •… Committees •… August 2012 Prof. Dr.-Ing. Kai Lucks 15
    16. 16. Auch kleinere Projekte können komplexe Herausforderungen darstellen:Beispiel: Hybridmodell bestehend aus Projektstufen und durchgängigen Prozessen Due Strategy Path Explo- Busin. Con- Integr 100 One Dili- Check Screen ration Case tracts Prep. Days. Year gence 1 Legal Process 2 Information Process 3 Measures Planning Process 4 Valuation Process 5 Communication & Change Process 6 Controlling Process Negotiation Readiness at Permission Closing Prof. Dr.-Ing. Kai Lucks
    17. 17. Summary – Zusammenfassung1. Structure follows Strategy: jedes Unternehmen muss das fürseine spezielle Situation zugeschnittene M&A-Führungssystementwickeln2. Je höher die M&A-Frequenz desto stärker wirken sichErfahrungseffekte bei Projekten aus3. Kleinere Projekte haben tendenziell ein höheresStandardisierungspotenzial4. Auf der Ebene der Einzelprozesse ist dasStandardisierungspotenzial groß – deshalb lohnt es sich, Prozessezu definieren und zu standardisieren Prof. Dr.-Ing. Kai Lucks
    18. 18. Complex M&A Projects Can Become Successful– Even in Heavy Weathers Prof. Dr.-Ing. Kai Lucks

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