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Using AI to create Heartware in Merger/Integration settings

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This was the summation of my reflections on deploying AI to develop culture in merger/integration settings.

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Using AI to create Heartware in Merger/Integration settings

  1. 1. THE JOURNEY TO COMMUNITY: USING APPRECIATIVE INQUIRY TO CREATE HEARTWARE IN MERGER & INTEGRATION SETTINGS PRESENTED BY Noel E K Tan, CPF MEdRM, MEdMan, MSc (Strategic Studies) 1st Asian Appreciative Inquiry Summit, Manila, The Philippines Wednesday, December 1, 2010
  2. 2. THE REALITY OF MERGERS Eg: 1999 KPMG study of international M&As 17% of deals added value to the combined company 30% produced no discernible difference 53% actually produced no value (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  3. 3. THE PROPOSITION More thinking about the post-merger integration process needs to be done to realise the potential anticipated in pre-merger settings The post-merger organisation is in need for a supportive culture for its new future What is culture, if it is not made up of stories and myths? Why build anew when in using Appreciative Inquiry, one can build bring the Best of the Past into the Future, especially people’s stories? (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  4. 4. REFRAMING ORGANISATIONS Organisation as machine Organisation as open system Organisation as community (Block, 2008) (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  5. 5. ORGANISATION AS COMMUNITY “The social fabric of community is formed from an expanding shared sense of belonging… It is formed from small steps that ask ‘Who do we want in the room?’ and ‘What is the new conversation that we want to occur?’... A series of core insights informs us how to answer these questions. These insights include ideas on focusing on gifts, on associational life and on the way all transformation occurs through language.” (Block, 2008: 9 & 11, italics for emphasis) Wednesday, December 1, 2010
  6. 6. MERGERS & INTEGRATIONS The post-merger organisation reframed as a community waiting to be grown. Not just a very complex system that needs to be mapped, in order to be understood. Not a machine to be ‘FIXED’. (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  7. 7. HEART-WARE? We’ve heard of Hardware and Software.... But Heartware? “The subjective humanistic values, patterns, codes, mores, norms as well as the connections between people that which support the development of this sense of community. Values lie at the heart of organisations and in linking tacit assumptions with organisational behaviours, they become critically important in the shaping of community.” (Tan, 2010) (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  8. 8. THE MODEL (AFTER SCHEIN) PROMOTING INTEGRATIONBEHAVIOURS PROMOTING MISSION-CENTRICBEHAVIOURS HEART-WARE CREATION DIFFUSION The post-merger organisation is a community waiting to be grown. Not just a very complex system that needs to be mapped, in order to be understood. Not a machine to be ‘FIXED’. (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  9. 9. CREATING COMMUNITIES PARTNERSHIPS Heartware, as a concept, can be articulated and developed through AI applications using personal stories as the vehicle to discover full spectrum of gifts, talents, high points, inspirations (not just the Leader’s own) the identification and cascade of key values that undergird the organisation’s strategy and other mission-centric behaviours (“Culture eats strategy for lunch every time.” - Drucker) the Poetic Principle to be realised - that the new organisation is indeed an unfolding story or mystery to be embraced the complex richness of potential partnerships to be part of the individual’s cognitive map of the new organisation (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  10. 10. OUR AI PRAXIS THUS FAR Organisations talk about integration of processes and systems but the conversation must include the integration of people and their individual paths Visionary leaders who clear about the way ahead, but are bold enough to lead from the side Story-bank Creation Work with middle managers to ensure the merger reaches the potential (C) Noel E K Tan, 2010. All Rights Reserved. Wednesday, December 1, 2010
  11. 11. CONTACT INFORMATION Email: Noel@go-trailblazer.com Skype: Philosopherking69 Wednesday, December 1, 2010

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