Nearly two-thirds of mergers fail to capitalize on potential synergy due to an inability to integrate or consolidate diverse cultures, processes and technologies. These companies experience a Value Gap – the unhappy coincidence of achieved value offset by unanticipated challenges, reducing value from the merger. By following six essential steps for post-merger success, you can overcome the Value Gap using Emergent Value – synergies after the deal is made that can add energy, creativity and create opportunities.
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1. The document discusses merger integration and value creation through M&A in Southeast Asia.
2. It outlines EY's three-step approach to integration: establishing an integration vision, generating value through synergies, and de-risking the integration process through functional areas like finance, HR, IT, and supply chain.
3. EY has experience in merger integrations across industries and provides tools and templates to help clients capture value and realize synergies through the integration process.
1) Companies divest non-core businesses to focus on growth areas, reduce complexity, unlock value, and free up capital. Divestments allow companies to reduce diversification discounts and struggling businesses may perform better under new ownership.
2) Sellers need to thoroughly plan divestments to maximize value and avoid potential pitfalls. Top-performing sellers use strong analytical tools and tell a compelling value story.
3) EY provides a comprehensive divestment approach covering portfolio review, strategy, planning, reporting, execution, and post-closing support. Their tools help manage data, model finances, and execute separation plans.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...GPMIP
This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'
The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c
Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.
Post Merger Integration - Challenges & SolutionsSusan Peters
The document provides information about TayganPoint Consulting Group and their services related to mergers, acquisitions, and divestitures. It summarizes their approach to post-merger integration, which involves cross-functional teams led by senior leaders to identify opportunities beyond cost synergies. It highlights benefits like transparency, data-driven decision making, and clear communication. The document also discusses industry trends challenging integrations and questions for clients to consider regarding due diligence.
This presentation explains what merger and acquisition is, How integration is important after merger and acquisition, how it is to be done, what can be the factors of failure, what is the role of an HR during integration and what strategies companies should follow for a successful Post Merger Integration
The document discusses challenges that can arise after an acquisition closes. It notes that integrating cultures, employees, processes and systems between two companies is often the most difficult part of an acquisition. The presentation provides tactics for retaining key employees, determining best processes, and managing communications during integration. It emphasizes that proper planning and leadership are needed to successfully capture synergies while minimizing disruption during the post-closing period.
1. The document discusses merger integration and value creation through M&A in Southeast Asia.
2. It outlines EY's three-step approach to integration: establishing an integration vision, generating value through synergies, and de-risking the integration process through functional areas like finance, HR, IT, and supply chain.
3. EY has experience in merger integrations across industries and provides tools and templates to help clients capture value and realize synergies through the integration process.
1) Companies divest non-core businesses to focus on growth areas, reduce complexity, unlock value, and free up capital. Divestments allow companies to reduce diversification discounts and struggling businesses may perform better under new ownership.
2) Sellers need to thoroughly plan divestments to maximize value and avoid potential pitfalls. Top-performing sellers use strong analytical tools and tell a compelling value story.
3) EY provides a comprehensive divestment approach covering portfolio review, strategy, planning, reporting, execution, and post-closing support. Their tools help manage data, model finances, and execute separation plans.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...GPMIP
This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'
The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c
Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.
Post Merger Integration - Challenges & SolutionsSusan Peters
The document provides information about TayganPoint Consulting Group and their services related to mergers, acquisitions, and divestitures. It summarizes their approach to post-merger integration, which involves cross-functional teams led by senior leaders to identify opportunities beyond cost synergies. It highlights benefits like transparency, data-driven decision making, and clear communication. The document also discusses industry trends challenging integrations and questions for clients to consider regarding due diligence.
This presentation explains what merger and acquisition is, How integration is important after merger and acquisition, how it is to be done, what can be the factors of failure, what is the role of an HR during integration and what strategies companies should follow for a successful Post Merger Integration
The document discusses challenges that can arise after an acquisition closes. It notes that integrating cultures, employees, processes and systems between two companies is often the most difficult part of an acquisition. The presentation provides tactics for retaining key employees, determining best processes, and managing communications during integration. It emphasizes that proper planning and leadership are needed to successfully capture synergies while minimizing disruption during the post-closing period.
Developing a Post-Acquisition Strategy - Completion And BeyondKenny Ong
*The crucial first three months (100 days) after the deal
* Issues on staff, compensation and benefits
*In-house systems synergy
*Retaining management and intellectual capital
*Efficient knowledge transfer
The document discusses the role of the CFO and their alignment with corporate strategy. It outlines that CFOs can take on different styles such as navigators, executors, turnaround surgeons, or business transformers depending on the company's profitability and strategic focus. The board now expects CFOs to not only manage finances but also advise on strategic planning and ensure investment decisions consider all risks. As the owner of the decision making process, CFOs should implement techniques to improve debate quality and ensure decisions are made objectively rather than being influenced by individual biases.
This document discusses best practices for post-merger integration. It notes that 60% of acquisitions destroy value and winning acquirers implement the right M&A strategy, especially for cross-border deals. It recommends moving quickly to establish a strategic framework, ensuring resources and addressing culture and communication. Integration plans should have detailed 100- and 360-day timelines that prioritize high-value initiatives and measure performance against benchmarks.
The document provides an overview of corporate mergers and acquisitions (M&A), including considerations in M&A transactions, the current state of the market, general concepts, and the transaction process timeline. It also discusses accretion/dilution analysis and adjustments that are made to the income statement for stock-for-stock and cash-for-stock acquisitions, such as accounting for new shares issued, debt financing, synergies, and other transaction-related impacts.
This document provides best practices for post-merger integration. It recommends moving quickly to establish a strategic framework, ensuring budget and resources exist for integration. Communication is key, with a formalized plan and steering committee. A detailed 100-360 day integration timeline should be formulated, measuring performance against benchmarks and prioritizing high-value initiatives. Cultural integration is also important, requiring commitment from leadership and efforts to build trust across organizations through transparency and training.
The document discusses turnarounds and outlines Steven L'Heureux's framework for successful turnarounds. It notes that turnarounds require envisioning what is possible and taking decisive action. It then provides details on assessing the business situation, building an effective leadership team, making organizational changes, delivering growth and profitability, and answering questions.
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
LUCENTIS CONSULTING Carve Out Framework V1.0Bart Beeckmans
The document discusses approaches to carving out parts of a company that is being sold. It emphasizes focusing on people by respecting and engaging employees, and clear communication. The types of carve outs include stand-alone, merger, and joint venture structures. Key phases involve preparing for the sale, announcing a buyer, and integrating with the buyer. For IT carve outs, strategies include retaining IT with the parent company, transitioning to the buyer's IT, or building new systems. Data classification and managing workstreams are also discussed. Lessons focus on collaboration, dynamic resource allocation, flexibility, and documentation.
The Journey to value: Transforming procurement to drive the enterprise agendaFarid Djaouani
The link between procurement performance and enterprise success is widely accepted and well documented; our 2013 CPO study found, for example, that companies with high-performing procurement organizations have higher profit margins than companies with underperforming procurement departments. Indeed, while many CPOs have led companies to dramatic increases in revenue or impressive levels of profitability, few are adequately recognized for these achievements. Those CPOs—the ones we call procurement role models—drive top-line revenue, bring innovation into the company and improve competitive advantage. They contribute to overall enterprise success and, as a result, certainly deserve a seat at the corporate leadership table. To identify procurement operations worthy of such praise, as well as to understand the underpinnings of their success, the IBM Institute for Business Value and Economist Intelligence Unit surveyed 1,023 CPOs from organizations with annual revenue in excess of US$1 billion. We also took a close look at the 100 companies that achieved the most impressive revenue and profit performance relative to their industry peers so that we could understand the strategies and actions that account for their uniquely valuable contributions to the enterprise.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
Building a Best-Run Finance Organization: A New Role to Address Today's Busin...FindWhitePapers
Is your company seeking to incorporate finance as a core line of business? This SAP Executive Insight examines the changing role of the finance organization in today's business environment - and describes how companies can develop best-run finance organizations.
This document provides a template for a finance organization to gather input from its members and set goals to better serve clients. It includes sections for team members to assess the organization's current performance, client needs, and how the organization should respond. Members are asked to evaluate the organization's completion of tasks, problem-solving, knowledge transfer, research, and advancement of the profession. They also assess what the organization does well and what is outstanding from both the staff and client perspective. Using this input, the organization can then draft goals aimed at activities, client engagement, leadership, change management, and team development to improve its performance and better meet client needs.
Moving Mountains discusses how investing in human capital through performance and talent management software can drive significant financial results for companies by improving strategy execution. It summarizes research showing customers of SuccessFactors saw faster communication of strategy, goal setting, focus on priorities, and project completion after implementing the software. The document advocates aligning employees' performance with strategy to realize the full potential value of the strategy. It argues the greatest lever for performance is human capital, since employees drive 85% of financial results, and performance management software can help companies better understand and improve the distribution of performance levels among their workforce.
Restructuring - and improving business performanceDavid Brown
This document discusses restructuring a business to improve performance. It covers topics such as integrating acquisitions, restoring profitability, and adapting to market changes. Restructuring does not need to be an overhaul, but can be coordinated initiatives to improve results. Careful planning and skilled execution of restructuring projects can profoundly impact business performance. The document provides an overview of issues to consider for various aspects of restructuring, including organizational structure, costs, performance measurement, operations, and employee relations. It emphasizes the importance of developing a conceptual framework and management team to successfully drive change.
This document discusses 10 common mistakes made by company boards that reduce their effectiveness and hinder company success. It summarizes each mistake with an example. The top mistakes include complacency and lack of timely decisive action, strategic market positioning being misaligned, lacking a highly defined business model, low reliance on processes and measurements, excessive focus on revenue generation without retention metrics, exiting for the wrong reasons or wrong time, board membership being misaligned to situational requirements, lack of leadership by the board members, micromanagement, and inadequate succession planning. The document provides guidance on how boards can avoid these mistakes to maximize shareholder value.
Management Consulting Services- Capfinco Corporate AdvisorsDileep K Nair
Capfinco is a business consulting firm providing comprehensive business solutions to our clients worldwide. We demonstrates superior expertise in every facet of your business offering optimal and high quality business solutions.
We help organizations to globalize their business, optimise performance, develop institutional capacity, raise alternative finance and tackle the organizational challenges. We focus on our clients' most critical issues and opportunities: strategy, marketing, organization, operations, technology, transformation, digital, advanced analytics, corporate finance, mergers & acquisitions and sustainability across all industries and geographies.
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
Strategic Account Planning - What Separates the GREAT from the WEAKRevegy, Inc.
This document discusses best practices for strategic account planning. It begins by noting that account managers who focus on planning outperform those who do not. While most companies see planning as important, over half say their plans need improvement. The document then examines what is often broken with planning, such as lack of management support, siloed teams, and plans that do not reflect customer goals. It provides recommendations for improving planning, including prioritizing the right accounts, using common tools and language, conducting reviews to drive changes, and collaborating internally and with customers. Key elements of an effective plan are understanding customer goals, identifying relationships, using scorecards from the customer perspective, developing collaborative roadmaps, and measuring success.
An IT Perspective of an Acquisition- The Top Six Must-Do List Webinareprentise
The document discusses best practices for managing an IT integration during a merger or acquisition, emphasizing the importance of focusing transition efforts on realizing business value and synergies. It outlines 6 essential steps for the critical first 6 months after closing, including developing a vision and transition plan aligned with merger goals. Additionally, the document stresses designing synergies into core business processes to hit the ground running in the right direction.
Mergers & Acquisitions: Realizing the Value eprentise
Mergers and acquisitions carry the added weight of introducing redundant systems that duplicate functionality. Learn how to overcome the value gap to take advantage of emergent synergies by aligning your transaction and transition efforts. With experience supporting almost $300 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers, our speaker, an industry-expert and CEO and Founder of eprentise, Helene Abrams will discuss key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
• Objective 1: Focus on adding strategic value to the business
• Objective 2: Understand when to start preparing for an acquisition to increase your chances of success
• Objective 3: Discuss the pros and cons of different types of acquisition strategies
Business Transformation - Finance Transformation using SAP Solutionsvenunala
The document discusses strategies for business and finance transformation at a consumer packaged goods company. It recommends leveraging SAP solutions to achieve integrated end-to-end business processes, gain insights from data analytics, streamline applications, and ensure strategic initiatives are aligned with business goals. Key focus areas include supply chain optimization, working capital management, consumer insights, mobility, and leveraging existing SAP investments to transform processes and systems.
OPEX.GURU provides services related to operational excellence and process improvement. They use tools and techniques to review client processes and strategies, and bring innovative ideas to help clients continue to be leaders in their industries. Their services include process analytics, client insights, process redesign and innovation, and training programs. They take a strategic and execution-focused approach to help clients unlock value from their data and processes.
Developing a Post-Acquisition Strategy - Completion And BeyondKenny Ong
*The crucial first three months (100 days) after the deal
* Issues on staff, compensation and benefits
*In-house systems synergy
*Retaining management and intellectual capital
*Efficient knowledge transfer
The document discusses the role of the CFO and their alignment with corporate strategy. It outlines that CFOs can take on different styles such as navigators, executors, turnaround surgeons, or business transformers depending on the company's profitability and strategic focus. The board now expects CFOs to not only manage finances but also advise on strategic planning and ensure investment decisions consider all risks. As the owner of the decision making process, CFOs should implement techniques to improve debate quality and ensure decisions are made objectively rather than being influenced by individual biases.
This document discusses best practices for post-merger integration. It notes that 60% of acquisitions destroy value and winning acquirers implement the right M&A strategy, especially for cross-border deals. It recommends moving quickly to establish a strategic framework, ensuring resources and addressing culture and communication. Integration plans should have detailed 100- and 360-day timelines that prioritize high-value initiatives and measure performance against benchmarks.
The document provides an overview of corporate mergers and acquisitions (M&A), including considerations in M&A transactions, the current state of the market, general concepts, and the transaction process timeline. It also discusses accretion/dilution analysis and adjustments that are made to the income statement for stock-for-stock and cash-for-stock acquisitions, such as accounting for new shares issued, debt financing, synergies, and other transaction-related impacts.
This document provides best practices for post-merger integration. It recommends moving quickly to establish a strategic framework, ensuring budget and resources exist for integration. Communication is key, with a formalized plan and steering committee. A detailed 100-360 day integration timeline should be formulated, measuring performance against benchmarks and prioritizing high-value initiatives. Cultural integration is also important, requiring commitment from leadership and efforts to build trust across organizations through transparency and training.
The document discusses turnarounds and outlines Steven L'Heureux's framework for successful turnarounds. It notes that turnarounds require envisioning what is possible and taking decisive action. It then provides details on assessing the business situation, building an effective leadership team, making organizational changes, delivering growth and profitability, and answering questions.
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
LUCENTIS CONSULTING Carve Out Framework V1.0Bart Beeckmans
The document discusses approaches to carving out parts of a company that is being sold. It emphasizes focusing on people by respecting and engaging employees, and clear communication. The types of carve outs include stand-alone, merger, and joint venture structures. Key phases involve preparing for the sale, announcing a buyer, and integrating with the buyer. For IT carve outs, strategies include retaining IT with the parent company, transitioning to the buyer's IT, or building new systems. Data classification and managing workstreams are also discussed. Lessons focus on collaboration, dynamic resource allocation, flexibility, and documentation.
The Journey to value: Transforming procurement to drive the enterprise agendaFarid Djaouani
The link between procurement performance and enterprise success is widely accepted and well documented; our 2013 CPO study found, for example, that companies with high-performing procurement organizations have higher profit margins than companies with underperforming procurement departments. Indeed, while many CPOs have led companies to dramatic increases in revenue or impressive levels of profitability, few are adequately recognized for these achievements. Those CPOs—the ones we call procurement role models—drive top-line revenue, bring innovation into the company and improve competitive advantage. They contribute to overall enterprise success and, as a result, certainly deserve a seat at the corporate leadership table. To identify procurement operations worthy of such praise, as well as to understand the underpinnings of their success, the IBM Institute for Business Value and Economist Intelligence Unit surveyed 1,023 CPOs from organizations with annual revenue in excess of US$1 billion. We also took a close look at the 100 companies that achieved the most impressive revenue and profit performance relative to their industry peers so that we could understand the strategies and actions that account for their uniquely valuable contributions to the enterprise.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
Building a Best-Run Finance Organization: A New Role to Address Today's Busin...FindWhitePapers
Is your company seeking to incorporate finance as a core line of business? This SAP Executive Insight examines the changing role of the finance organization in today's business environment - and describes how companies can develop best-run finance organizations.
This document provides a template for a finance organization to gather input from its members and set goals to better serve clients. It includes sections for team members to assess the organization's current performance, client needs, and how the organization should respond. Members are asked to evaluate the organization's completion of tasks, problem-solving, knowledge transfer, research, and advancement of the profession. They also assess what the organization does well and what is outstanding from both the staff and client perspective. Using this input, the organization can then draft goals aimed at activities, client engagement, leadership, change management, and team development to improve its performance and better meet client needs.
Moving Mountains discusses how investing in human capital through performance and talent management software can drive significant financial results for companies by improving strategy execution. It summarizes research showing customers of SuccessFactors saw faster communication of strategy, goal setting, focus on priorities, and project completion after implementing the software. The document advocates aligning employees' performance with strategy to realize the full potential value of the strategy. It argues the greatest lever for performance is human capital, since employees drive 85% of financial results, and performance management software can help companies better understand and improve the distribution of performance levels among their workforce.
Restructuring - and improving business performanceDavid Brown
This document discusses restructuring a business to improve performance. It covers topics such as integrating acquisitions, restoring profitability, and adapting to market changes. Restructuring does not need to be an overhaul, but can be coordinated initiatives to improve results. Careful planning and skilled execution of restructuring projects can profoundly impact business performance. The document provides an overview of issues to consider for various aspects of restructuring, including organizational structure, costs, performance measurement, operations, and employee relations. It emphasizes the importance of developing a conceptual framework and management team to successfully drive change.
This document discusses 10 common mistakes made by company boards that reduce their effectiveness and hinder company success. It summarizes each mistake with an example. The top mistakes include complacency and lack of timely decisive action, strategic market positioning being misaligned, lacking a highly defined business model, low reliance on processes and measurements, excessive focus on revenue generation without retention metrics, exiting for the wrong reasons or wrong time, board membership being misaligned to situational requirements, lack of leadership by the board members, micromanagement, and inadequate succession planning. The document provides guidance on how boards can avoid these mistakes to maximize shareholder value.
Management Consulting Services- Capfinco Corporate AdvisorsDileep K Nair
Capfinco is a business consulting firm providing comprehensive business solutions to our clients worldwide. We demonstrates superior expertise in every facet of your business offering optimal and high quality business solutions.
We help organizations to globalize their business, optimise performance, develop institutional capacity, raise alternative finance and tackle the organizational challenges. We focus on our clients' most critical issues and opportunities: strategy, marketing, organization, operations, technology, transformation, digital, advanced analytics, corporate finance, mergers & acquisitions and sustainability across all industries and geographies.
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
Strategic Account Planning - What Separates the GREAT from the WEAKRevegy, Inc.
This document discusses best practices for strategic account planning. It begins by noting that account managers who focus on planning outperform those who do not. While most companies see planning as important, over half say their plans need improvement. The document then examines what is often broken with planning, such as lack of management support, siloed teams, and plans that do not reflect customer goals. It provides recommendations for improving planning, including prioritizing the right accounts, using common tools and language, conducting reviews to drive changes, and collaborating internally and with customers. Key elements of an effective plan are understanding customer goals, identifying relationships, using scorecards from the customer perspective, developing collaborative roadmaps, and measuring success.
An IT Perspective of an Acquisition- The Top Six Must-Do List Webinareprentise
The document discusses best practices for managing an IT integration during a merger or acquisition, emphasizing the importance of focusing transition efforts on realizing business value and synergies. It outlines 6 essential steps for the critical first 6 months after closing, including developing a vision and transition plan aligned with merger goals. Additionally, the document stresses designing synergies into core business processes to hit the ground running in the right direction.
Mergers & Acquisitions: Realizing the Value eprentise
Mergers and acquisitions carry the added weight of introducing redundant systems that duplicate functionality. Learn how to overcome the value gap to take advantage of emergent synergies by aligning your transaction and transition efforts. With experience supporting almost $300 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers, our speaker, an industry-expert and CEO and Founder of eprentise, Helene Abrams will discuss key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
• Objective 1: Focus on adding strategic value to the business
• Objective 2: Understand when to start preparing for an acquisition to increase your chances of success
• Objective 3: Discuss the pros and cons of different types of acquisition strategies
Business Transformation - Finance Transformation using SAP Solutionsvenunala
The document discusses strategies for business and finance transformation at a consumer packaged goods company. It recommends leveraging SAP solutions to achieve integrated end-to-end business processes, gain insights from data analytics, streamline applications, and ensure strategic initiatives are aligned with business goals. Key focus areas include supply chain optimization, working capital management, consumer insights, mobility, and leveraging existing SAP investments to transform processes and systems.
OPEX.GURU provides services related to operational excellence and process improvement. They use tools and techniques to review client processes and strategies, and bring innovative ideas to help clients continue to be leaders in their industries. Their services include process analytics, client insights, process redesign and innovation, and training programs. They take a strategic and execution-focused approach to help clients unlock value from their data and processes.
Using Portfolio Management to Improve Business InvestmentCarolyn Reid
Structured Portfolio Management is very valuable to businesses in maximizing their Return on Investment. Portfolio Management ties investments to strategy to ensure the organization is realizing it's expected benefits and achieving it's strategy.
GE Transformation Chanage Management ProgramDee Daley
This document provides an agenda and materials for a workshop aimed at leading organizational transformation at a site to become a multi-product, cross-sell operation. The agenda includes discussions on climate, readiness for change, systems and structures impacts, identifying and addressing resistors to change, and developing a communication plan. The purpose is to provide site leaders with insights, processes and tools to effectively lead the transformation. Key topics that will be covered include leading change, creating a shared need for change, shaping a vision for the new organization, mobilizing commitment to change, and monitoring progress.
Business Performance Improvement in the Future of WorkDalia Katan
The document discusses nine practices that can help frontline workgroups accelerate performance improvement in three key ways:
1) The practices are meant to provoke workgroups to think differently, propel them to take action, and pull them together for shared outcomes.
2) The practices focus on cultivating learning embodied in action through experimentation and reflection, rather than just sharing existing knowledge.
3) When implemented as a "bundle", the practices are meant to reinforce each other to help workgroups learn faster and have more impact on key performance metrics.
Creating Performance Based Culture trough Performance Management Systems Kenny Ong
The document discusses performance management systems and CNI Holdings' journey with implementing such systems. Some key points discussed include:
- CNI Holdings faced issues with previous performance appraisal systems, including a lack of alignment with business strategy and improper implementation.
- It is important to focus on business strategy and intent, rather than just best practices, when developing a performance management system. The system should be customized to implement the business plan.
- For a performance management system to be effective, there needs to be proper alignment between the corporate objectives, performance objectives, organizational structure, resources, leadership, and individual employees.
This document provides an overview of developing commercial acumen as a business leader. It discusses the importance of understanding key cost drivers and business relationships. Commercial acumen involves thinking like a business owner and ensuring decisions align with strategy. The document recommends leaders embed commercial skills at all levels by promoting cost ownership and transparency. It also suggests focusing commercial training on understanding full costs, procurement strategies, and designing commercial conditions. Finally, it discusses the roles of finance, line management, and commercial managers in jointly developing effective commercial management.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
The document discusses integrated performance management (IPM) and its benefits. IPM is a framework that helps companies develop a coherent, integrated approach to financial analytics to drive shareholder value. It consists of processes, methodologies, and metrics to monitor performance. An IPM capability maturity model assesses a company's current state. IPM links shareholder value to key drivers through an enterprise value map. Managing financial and operational information across this map is key to an effective IPM framework. IPM creates value by improving decision making, operational performance, and communication to drive shareholder value.
The document discusses integrated performance management (IPM) and its benefits. IPM is a framework that helps companies develop a coherent, integrated approach to financial analytics to drive shareholder value. It consists of processes, methodologies, and metrics to monitor performance. An IPM capability maturity model assesses a company's current state. IPM links shareholder value to key drivers using an enterprise value map. Managing financial and operational information across this map is key to an effective IPM framework. IPM creates value by improving decision making, operational performance, and communication to drive shareholder value.
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
Evaluating Human Capital: Harnessing Efficiency and ProductivityNational HRD Network
1. The document discusses how human capital and HR practices can create value for businesses and shareholders by driving performance, productivity, and efficiency.
2. It provides examples of metrics that can be used to measure the impact of human capital, such as retention rates, diversity hiring, and leadership engagement.
3. The document also discusses how HR practices can link to shareholder value by identifying key value drivers, establishing metrics, and ensuring employee commitment through practices like compensation, training, and communication.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
Similar to An IT Perspective of an Acquisition: The Top Six Must-Do List (20)
A useful chart of accounts (COA) provides flexibility for recording and reporting financial information, allows uniform management, and enhances communication. Discover the fundamental criteria for COA design in Oracle E-Business Suite which will allow your business to create a forward-thinking chart of accounts to optimize growth and flexibility, while minimizing maintenance. This master class will go through the COA basics, define COA changes, outline the COA ecosystem, and provide best practices on designing your own chart of accounts.
Learning Objectives: After completion of this program you will be able to:
Objective 1: Explore the fundamental design criteria for creating a forward-thinking chart of accounts.
Objective 2: Learn how a good design reduces costs, streamlines reporting and provides global visibility.
Objective 3: Understand how to leverage features like subledger accounting and ledger sets.
Your AP Data is Telling You Something: Five Analytics to Identify Duplicate P...eprentise
Patterns exist in your accounts payable data that can indicate overpayments, duplicate payments, or other errors. This webinar will teach you five easy analytics that you can perform using Excel to identify some of these patterns.
Learning Objectives:
1. Learn three rule of thumb analytics to identify unusual vendor billings and payments
2. Learn Benford’s analysis to identify manipulated or adjusted invoice amounts
3. Create a monthly flux report to identify unusual vendor purchasing patterns
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfeprentise
Mergers, acquisitions, and divestitures are full of opportunities to take advantage of complementary resources, discover new market opportunities, reinvent processes, and capitalize on excitement. Familiarize yourself with best practices to ensure your organization is getting the most value out of the deal.
Having supported over $400 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers our speaker and industry-expert, CEO and Founder of eprentise, Helene Abrams discusses key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
With over 20 years of experience, technology specialist and influencer Husein Fazal, the Head of Financials and Procurement at Claremont, has delivered many successful enterprise-level programmes, with a strategic vision and the ability to translate that vision to an operational solution, providing an engaging narrative for stakeholders throughout the merger, acquisition, and divestment process.
10 Steps to Reduce Complexity, Increase Transparency, and Get Value from you...eprentise
Common data definitions that are aligned with business processes are what allow organizations to change as a result of mergers, acquisitions, divestitures, new regulatory requirements, and new market initiatives. It has probably been years since you have taken steps to reevaluate the future business requirements and ensure that you are able to move in new directions seamlessly within your supporting ERP systems. There are many steps that an organization can take to improve visibility into your data, reduce costs, and improve collaboration across the organization. This webinar provides guidelines to get value out of an ERP system, create an environment where shared data is adding insights to your business processes, eliminate silos in the organization, and optimize collaboration.
Learning Objectives:
• Identify how organizations’ data became more complex as companies evolved.
• Explore how IT can add value to the business and reduce costs, even within an existing ERP system
• Learn 10 Steps that will help your organization get the most out of your data
Complexities of Separating Data in an ERP Environmenteprentise
In an Enterprise Resource Planning (ERP) environment, multiple organizations can exist within a single instance. How does the data belonging to these organizations co-exist, and what are the challenges that companies face when they have to separate the data based on business reasons? With a focus on Oracle E-Business Suite (EBS), our speaker Chief Technology Officer of eprentise and Managing Director of eprentise India, Anil Kukreja will explore the best ways to address complexities in ERP environments to achieve success when separating data in this session.
Learning Objectives: After completion of this program you will be able to:
• Objective 1: Understand how data for multiple organizations reside in a single ERP environment.
• Objective 2: Understand the complexities involved in separating data for organization(s) in an ERP environment.
• Objective 3: Achieve success in separating data for organization(s) to meet business objectives.
Ace your Audit: Preparing your Oracle® E-Business Suite for a Financial Auditeprentise
During a traditional audit, users of Oracle E-Business Suite run into the same pain point: they struggle to identify and extract accurate data out because there are not adequate controls around reporting. The data usually ends up coming from multiple places, the level of detail needed isn't found in the system, and significant time is spent by high-dollar resources to prepare for the audit. However, there are ways to leverage EBS to run industry-standard audit procedures and proactively identify areas of non-compliance in advance for a smoother process. In this session, explore the recommended year-round practices and tools available to ace your audit.
Cross-Validation Rules: Tips to Optimize your GLeprentise
Cross-validation rules (CVRs) determine which segment values in your chart of accounts (or other key flexfields) can be used together. A CVR controls the valid values that may be used in conjunction with other values. Learn how to set up CVRs, understand the criteria for designing a chart of accounts (COA) that minimizes the number and complexity of your CVRs, and get industry best-practice tips to fine-tune your cross-validation rules. Presented by our COA expert, Harrison Figura.
Learning Objectives: After completion of this program you will be able to:
Objective 1: Learn how cross-validation rules work in Oracle E-Business Suite.
Objective 2: Learn how to set up cross validation rules.
Objective 3: Learn how a good chart of accounts design reduces the need for complex cross-validation rules.
Objective 4: Understand the importance of ranges in designing cross-validation rules.
So your future direction doesn’t include Oracle® E-Business Suite. Your business is moving to Oracle Cloud, migrating to another system, or undergoing an acquisition/divestiture with a company on a different ERP. Your business depends on making the transition with minimum disruption. Post-transition ERP posture must be ready instantly after the change, and key data must be aligned to the new system BEFORE the changeover to avoid a costly transition. To leave EBS, there are steps to take NOW for a smoother exit.
5 Key Audit Procedures for Rock-Solid Trial Balanceseprentise
Sound financial reporting starts with a complete, consistent, and correct trial balance. If you suspect there may be errors or omissions on the trial balance that uncertainty can result in management being in the uncomfortable position of doubting the quality and integrity of the roll-up corporate financial statements. This is a tough position to be in especially for external and tax reporting where errors can be costly and damaging. The solution to this uncertainty lies in borrowing a few key procedures that your auditors routinely perform to assure the correctness of period end trial balances. In this webinar, we will look at five of the most common and effective audit procedures to ensure rock sound financial reporting.
Learning Objectives: After completion of this program you will be able to:
Objective 1: Identify some of the most common errors and omissions in trial balances.
Objective 2: Understand how to perform five of the most common procedures auditors perform on period end trial balances and how to analyze and use the results to find and correct problems.
Objective 3: Customize and expand the audit procedures for your unique accounting environment.
EBS Answers Webinar Series - The Power of Ledger Sets and Secondary Ledgers i...eprentise
Recent, unparalleled, changes in financial reporting requirements from the SEC, GAAP, and IFRS have transformed the way companies comply with regulatory requirements. Core financial reporting for Mergers and Acquisitions, financial instruments, pensions, and other key accounting transactions and balance types, have been relegated to manual spreadsheet reconciliations, transformations, and consolidations. The good news is that all this is no longer necessary with the use of Secondary Ledgers. Secondary ledgers are used to capture both a corporate and second representation of the same legal entity.
EBS Answers Webinar Series - Tricks for Optimizing Cross-Validation Rules in ...eprentise
Cross-validation rules (CVRs) determine which segment values in your chart of accounts (or other key flexfields) can be used together. A CVR controls the valid values that may be used in conjunction with other values. In this session, learn how to set up CVRs, understand the criteria for designing a chart of accounts that minimizes the number and complexity of your CVRs, and examine the top seven things to remember when designing cross-validation rules.
EBS Answers Webinar Series - Chart of Accounts Transformation Master Class: T...eprentise
A useful chart of accounts (COA) provides flexibility for recording and reporting financial information, allows uniform management, and enhances communication. Eight fundamental criteria for COA design in Oracle E-Business Suite will allow your business to create a forward-thinking chart of accounts to optimize growth and flexibility, while minimizing maintenance. This master class will go through the COA basics, define COA changes, outline the COA ecosystem, and provide best practices on designing your own chart of accounts.
EBS Answers Webinar Series - Secondary Ledgers: Benefits of Adjustment Ledger...eprentise
Preparing adjusting entries usually involves a lot of journal entries, staff input and tedious work. Not anymore. As a more efficient processing of adjustments, adjustment-only secondary ledgers reflect only adjustments without affecting your primary ledger, allowing entries to be made discretely. Explore the benefits of using adjustment ledgers, complete with a step-by-step setup guide.
EBS Answers Webinar Series - Ace your Audit: Preparing Your Oracle E-Business...eprentise
During a traditional audit, users of Oracle E-Business Suite run into the same pain point: they struggle to identify and extract accurate data out because there are not adequate controls around reporting. The data usually ends up coming from multiple places, the level of detail needed isn’t found in the system, and significant time is spent by high-dollar resources to prepare for the audit. However, there are ways to leverage EBS to run industry standard audit procedures and proactively identify areas of non-compliance in advance for a smoother process. In this session, explore the recommended year-round practices and tools available to ace your audit.
eprentise How Automation will Transform Your Financial Auditeprentise
Automation continues to transform whole industries – and finance and audit are no exception. Specific to the financial audit, most of the high-volume, routine, non-judgmental activities in real time are being transformed by software, leaving audit professionals more time to do what they do best: analyze results and make expert judgement calls. This webinar focuses on the framework and standards under which audits are currently conducted, and will showcase real-world examples where automation streamlines workflows to transform the entire audit process.
eprentise Chart of Accounts Transformation Master Class 2019eprentise
The document discusses tips for designing effective charts of accounts in Oracle E-Business Suite. It covers the basics of how the accounting flexfield works with segments, values, and code combinations. It then outlines 9 key design considerations for a chart of accounts, including ensuring each segment contains unique information, allowing room for future expansion, using logical value ranges, and leveraging features like subledger accounting and ledger sets. The overall goal is to create a chart of accounts structure that streamlines reporting, provides global visibility, and reduces costs long-term.
Making Sense of Alphabet Soup: Complying with Statutory, Regulatory and Compl...eprentise
You need to comply with an alphabet soup of statutory, regulatory and compliance requirements in a single Oracle E-Business Suite (EBS) environment. How do you manage to stay on top of constant changes in Generally Accepted Accounting Principles (GAAP), International Accounting Standards (IAS), International Financial Reporting Standards (IFRS), Sarbanes-Oxley (SOX) and still run your business? During this webinar with eprentise Vice President of Finance Brian Lewis, CPA, learn how your organization can be in global compliance in EBS.
Learning Objectives: After completion of this program you will be able to:
Objective 1: Learn the fundamentals of GAAP, IAS, IFRS, and SOX compliance.
Objective 2: Learn how statutory and regulatory requirements are implemented in Oracle E-Business Suite.
Objective 3: Learn about the usefulness of secondary ledgers and their impact on regulatory compliance.
Removing Silos and Operating a Shared Services Center with EBSeprentise
Moving to a shared services model reduces costs and optimizes performance, but in order to recognize the value, the organization has to be ready to modify data and processes. Silos in particular create challenges between disparate parts of the business, resulting in increased costs, risks, or failures. This session will focus on how standardizing data streamlines business processes, and how eliminating silos allows companies to share data effectively and communicate across the organization. Explore the initiatives and challenges for companies moving toward enterprise-wide shared service center (SSC) operations, and create a roadmap to implement an effective SSC by understanding the critical success factors needed, building globalization strategies, and removing or replacing the processes and operations that create silos.
Secondary Ledgers: The Benefits of Adjustment Ledgers for GAAP Reporting and ...eprentise
Preparing adjusting entries usually involves a lot of journal entries, staff input and tedious work. Not anymore. As a more efficient processing of adjustments, adjustment-only secondary ledgers reflect only adjustments without affecting your primary ledger, allowing entries to be made discretely. Explore the benefits of using adjustment ledgers, complete with a step-by-step setup guide.
This session with Alyssa Johnson, Vice President of Enterprise Applications at Keste, as we discuss the Cloud options including SaaS, PaaS, and IaaS and the best use cases for each. We will also discuss how upgrades and a hybrid Cloud approach can often be the next best step on your Cloud journey. Finally, see how to design a Cloud roadmap utilizing universal cloud credits to accomplish your organization’s goals and transform your business.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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An IT Perspective of an Acquisition: The Top Six Must-Do List
1. REMINDER
Check in on the
COLLABORATE mobile app
An IT Perspective of an Acquisition:
The Top Six Must-Do List
Prepared by:
Helene Abrams
CEO and Founder
eprentise
Session ID#: 14506
2. eprentise Can… …So Our Customers Can:
Consolidate Multiple EBS Instances
Change Underlying Structures and
Configurations
Chart of Accounts, Other
Flexfields
Inventory Organizations
Operating Groups, Legal Entities,
Ledgers
Calendars
Costing Methods
Resolve Duplicates, Change
Sequences, IDs
Separate Data
: Transformation Software for E-Business Suite
Reduce Operating Costs and Increase
Efficiencies
Shared Services
Data Centers
Adapt to Change
Align with New Business Initiatives
Mergers, Acquisitions, Divestitures
Pattern-Based Strategies
• Make ERP an Adaptive
Technology
Avoid a Reimplementation
Reduce Complexity and Control Risk
Improve Business Continuity, Service
Quality and Compliance
Establish Data Quality Standards and a
Single Source of Truth
Company Overview: Incorporated 2007 Helene Abrams, CEO
3. Learning Objectives
Objective 1: Learn the importance of focusing on business
value to realize the potential of acquisitions.
Objective 2: Discuss Emergent Value synergies, such as
reinventing processes and shedding obsolete practices.
Objective 3: List the six essential post-merger steps to take to
avoid the common pitfalls of failed mergers.
4. Focus on Shareholder Value
The New Company:
More than the Sum of Its Parts
or Less?
4
5. The News
TRUE BLUE INC. ANNOUNCES
ACQUISITION OF GOLD RUSH LTD.
True
Blue
Gold
Rush
6. TRUE BLUE INC. ANNOUNCES
ACQUISITION OF GOLD RUSH LTD.
True
Blue
Gold
Rush
True Blue
Value
Gold Rush
Value
Expected Value
After
Transition
$$
Value
Before
Transition
Envisioned
Synergies
Envisioned Synergies
Shareholder value: the net
present value of cash flow
freed by…
Cost reduction
Economies of scale
Combination of duplicate
corporate functions
Streamlined sales forces
Capital efficiency
Rationalized assets
Combination of duplicate
facilities
Revenue enhancement
Product development
synergy → new products
Shared marketing skills
Combined distribution
network
The Hope
7. $ $True Blue
Value
Gold Rush
Value
Envisioned
Synergies
The Value Gap
$
Value
Before
Transition
Expected Value
After
Transition
Achieved Value
After
Transition
The Value Gap
Slow integration
Inexperience
Lack / loss of vision
Management wars
Culture clashes
Failure to manage
risk & change
Bad communication
with stakeholders
Prices rise, quality
falls, customers
leave
Alliances & supplier
relationships
degrade
Key people leave
Business continuity
lost
The
Value Gap
8. $ $True Blue
Value
Gold Rush
Value
Envisioned
Synergies
The
Value Gap
$
Emergent Value
Value
Before
Transition
Expected Value
After
Transition
Achieved Value
After
Transition
Emergent Synergies
Take advantage of
complimentary
resources at all levels
Find more profitable
uses for assets
Achieve both strategic
and operational fit
Discover new market
opportunities
Sell new products to
existing customers
Reinvent processes and
shed obsolete practices
Capitalize on creativity
and excitement evoked
as new colleagues
interact
Emergent
Synergies
9. The Odds
Major Mergers of the Last Decade
Value enhancement trend from 10 years
of KPMG International’s M&A surveys
KPMG International, 2008
Base: 100% of corporate respondents
Value Measured: Stock Performance vs Industry Peers
Do competitive corporate
deals deliver?
KPMG International, 2008
Base: Corporate respondents involved in
competitive tenders
Note: Measurement of value created is based on company share price movements relative to average industry
sector movement during a two year period. Factors other than the deal may have affected share price movements
over the period.
9
11. M&A Transition Process: The Critical Period
Why the First 6 Months
Are Critical
• By Day 1, 40% of the
changes that will ever
occur have been initiated.
• At 3 Months, 65% have
been initiated.
• At 6 Months, 85% have
been initiated.
• The remaining 15% of the initiatives must build on those of the first six months.
• Changes introduced after the critical period succumb to waning momentum & priority shifts.
• At around 6 months– for better or for worse – the company settles into a new steady state.
Steady StateSelection Early TransitionDue Diligence & Negotiation Late Transition
Letter
of Intent
Close 6
Months
Intro-
duction
Day 1
3
Months
100%
80%
60%
40%
20%
0%
The Transaction Phase:
Making the Deal
The Transition Phase:
Realizing the Value
11
12. Three Ways to Manage a Transition
Transaction
Effort Transition Effort
Letter
of Intent
Close 3
Months
6
Months
Intro-
duction
Day 1
Selection Early TransitionDue Diligence & Negotiation Late Transition Steady State
Value
Gap
1. Too Little
A Good Deal… Confusion & Paralysis…Going Bad Disintegration Steady State
Danger: Deal-making is the cool, high-profile phase of a merger or acquisition
Illusion: A good deal guarantees a successful merger or acquisition
Temptation: Limit the transition effort to Day 1 hoop-la
Results:
“Good post-merger integration rarely makes a really bad deal work, but
bad execution almost always wrecks one that might have had a shot.”
- The Case Against Mergers, Business Week, October 1995
Late 1990s mergers failed when “managers… underestimated the costs
and logistical nightmares of consolidating the operations of companies
with very different cultures, … overestimated cost savings, and failed to
keep key employees aboard, sales forces selling, and customers happy.”
- Why Most Big Deals Don't Pay Off, Business Week, October 2002
"The deal is won or lost after it's done."
- Kenneth W. Smith, Mercer Management Consulting
12
13. Three Ways to Manage a Transition
Letter
of Intent
Close 3
Months
6
Months
Intro-
duction
Day 1
Day 1
6
Months
Intro-
duction
Letter
of Intent
Close 3
Months
Transaction
Effort Transition Effort
Selection Early TransitionDue Diligence & Negotiation Late Transition Steady State
Transaction
Effort Transition Effort
Selection Due Diligence & Negotiation Steady StateValley of Death Disintegration Steady State
Value
Gap
1. Too Little
2. Too Late
Mixed
Results
• Deal-makers’ interest ebbs after the closing – they fail to impart their vision,
knowledge, focus, and momentum to transition management
• Visioning, planning, organizing for the transition doesn’t start until the deal is
closed – or never occurs at all, as the transition teams rush into action
• Events race ahead and out of control – customers, key employees, and
shareholder value are lost in the chaos
• Time, money, and energy are burned in firefighting and fixing mistakes
A Good Deal… Confusion & Paralysis…Going Bad Disintegration Steady State
A Good Deal… Rushing to Catch Up…Losing Momentum Undoing, Redoing, Repairing Steady State
13
14. Three Ways to Manage a Transition
Transaction
Effort Transition Effort
Selection Due Diligence & Negotiation Steady StateValley of Death Disintegration Steady State
Value
Gap
1. Too Little
Transaction
Effort Transition Effort
Selection Early TransitionDue Diligence & Negotiation Late Transition Steady State
Day 1
6
Months
Intro-
duction
Letter
of Intent
Close 3
Months
Selection Due Diligence & Negotiation Steady State
Transaction
Effort Transition Effort
Racing to Catch Up Undoing, Redoing, Repairing Steady State
2. Too Late
Mixed
Results
3. Just Right
Emergent
Synergy
Day 1
6
Months
Intro-
duction
Letter
of Intent
Close 3
Months
A Good Deal… Rushing to Catch Up…Losing Momentum Undoing, Redoing, Repairing Steady State
A Good Deal… …Going Bad
Design Implementation Steady StateDue Diligence & PlanningSelection
The transition effort is taken seriously
It receives adequate resources
Transition planning is an integral part of transaction due diligence
Transition teams are ready to go on Day 1
The best people from both companies design the new company
Rapid implementation reduces the cost of the transition
The process seizes opportunities for synergy to emerge and persist
14
15. The Integration Process: Key Success
Factors
Proactive Integration
Transaction and
Transition as a Single
Unified Process
Experienced and Trusted
Leadership
Vision and Focus
Adequate Resources
Speed & Momentum
Staying Ahead of Events
Early Realization of Merger
Value
Prompt Action on People
Issues
Sustaining Energy and
Enthusiasm
Transaction
Effort Transition Effort
Selection Early TransitionDue Diligence & Negotiation Late Transition Steady State
Emergent
Synergy
Design Implementation Steady StateDue Diligence & PlanningSelection
15
17. Thinking Outside of the Box
What?
High-Level Business
Operating Model
How will we manage our key business
processes?
What is in scope?
What are our product, market and
channel strategies and desired core
competencies?
How can each function or process
contribute to achieving the merger
objectives?
What must happen to integrate each
process?
What will the integrated process look
like?
What will the integrated organization
look like?
What skills and knowledge must we
maintain?
What will our systems and applications
infrastructure look like?
What systems must we roll out to
enable the integration?
What data and information must be
consolidated or converted?
How will we support our systems and
users?
How?
Management Philosophy
What kind of culture/employee environment will we build
and foster ?
What type of management style will we employ?
What strengths of each organization will we leverage?
What weaknesses will we overcome with the merger?
What policies should we adopt?
What new policies must be developed?
What skills to we need to retain and develop?
What should our culture characteristics be?
What initiatives should we continue or halt?
Why?
Key Business Strategies and
Synergy Opportunities
Why are we merging?
How will we know that we are successful?
What are our integrated operational strategic
goals?
How will we consolidate to achieve maximum
benefit from both organizations?
17
18. True
Blue
CSF: Fit the Transition Plan to the Merger Goals
True
Blue
Gold
Rush
True
Blue
Gold
Rush
True
Blue
Gold
Rush
Gold
Rush
True
Blue
Gold
Rush
True
Blue
Coexistence
Absorption
Synthesis
True
Blue
Gold
Rush
Blue
Gold
• Improve Blue’s
financials
• Geographic expansion
of markets: Blue +
Gold
• Fix up Gold for resale
• Obtain synergistic
Gold assets such as:
• Skills
• Products
• Processes
• Eliminate duplicate
resources to cut costs
• A marriage of equals
• Vertical or horizontal
integration
• Extensive synergies
• Economies of scale
• A new identity that
also preserves the old
Merger Goals
• Little / no integration
• Arm’s length distance
• Blue $$ reporting
imposed on Gold
• Fix-up changes
(maybe big) to Gold
• Gold to become an
integral part of Blue
• Careful integration of
Gold’s assets to
realize synergies
• Combine, reorganize,
reduce
• A complex transition
• Synthesize a new
company from the
best of both
• Preserve what works
well in each
• Remove redundancies
Transition PlanAfterBefore
True
Blue
Gold
Rush
18
20. Blue
Gold
True
Blue
True
Blue
Gold
Rush
Merger Type
Coexistence
Absorption
Synthesis
Key Success Factor: Focus Effort on Core
Processes
Blue
Proc
Gold
Proc
Process Transition Method Based on
Merger Type
100%
100%
100%
Blue
Proc
Gold
Proc
+ Focus on Core
Blue
Proc
Gold
Proc
Blue
Proc
Gold
Proc
5%
95%
3%
27%
70%
28%
2%
70%
Effort Index:
Effort Index:
Effort Index:
2
20
77
3
7
23
Focus on processes
that are the Core
of the merger
vision.
Save high-effort
methods such as
Synthesis for them.
Integrate processes
by Synthesis or
Absorption only
where this effort
will deliver synergy
value.
Leave non-Core
processes to
coexist. Usually at
least 70% of
processes are non-
Core.
Free transition
teams to
concentrate on the
key strategic
processes.
20
21. Key Success Factor: Focus on Customer
Processes
McKinsey Study of Large Mergers in the Late 1990s:
• Overall, acquirers posted organic growth rates 4 percent below their industry peers, with 42
percent of acquirers losing ground.
• Declining revenues are a red flag to skeptical markets ready to question the price paid for an
acquired company.
• - Mastering Revenue Growth in M&A, Summer 2001
Give priority to customer-facing processes – Sales, Support, Order
Management.
Design processes to present one consistent face to the customer.
Deliver the benefits of merger synergies visibly to customers – new
products, better service, more for their money.
Create and staff interim processes to sustain the quality of products and
services through the transition.
The Citigroup merger is “regarded by some as one of the worst mergers of all
time…Citigroup stuck businesses together but ran them independently… Each part of
Citigroup was run like a separate fief.”
- New York Times April 3, 2008
21
23. Key Success Factors
Survival
Food
Shelter
Safety
Social
Belonging
Recognition
Self-Esteem
Self-
Actualization
Curiosity
Achievement
Creativity
Maslow’s
Hierarchy
of Human Needs
Fear & distrust
Jockeying for position
Rigidity & resistance to
change
Paralysis, distraction,
collapse of productivity
Resentment, sabotage,
litigation
The best people
resigning
The worst people
becoming resigned
Acting from
Survival Needs
Leads to:
Minimize!
Sense of ownership of
the new company
Eagerness to contribute
to the change
Freedom to focus on
new processes and
systems
Constructive criticism
Welcoming of new
colleagues
Creative ideas
Discovering emergent
synergies at all levels
Acting from
Self-Actualization
Needs Leads to:
Maximize!
23
24. Using External Resources: Key Success
Factors
Fill in-house gaps in merger transition experience
Ability to manage the business ≠ ability to manage a merger
External experts can develop in-house merger capability
Use an independent external firm specializing in merger integration
Avoid conflicts due to other services from the same provider
Independent firm can select best providers of extra services
Overcome the double resource crunch of a merger transition
Enough competent people to accomplish the integration
Enough competent people to keep the business humming through the transition
When they’re done, they’re gone
Leverage purchase accounting to pay for the transition
Transition costs don’t drag down the operational bottom line
Transition achievements become permanent, reusable operational improvements
24
26. TechnologyBusiness
Technology Enablement
Networks
Applications
Power
The ability to produce
intended effects
Knowledge
What’s the right thing
to do?
The Vision
Doing the right thing
faster, better, cheaper
Other Machines
Airplanes, plows,
stethoscopes, etc.
Storage
Computer
Systems
DataConnectivity
Key Success Factor: Plan Technology Integration from the Top Down
Key Success Factor: Implement Technology Integration from the Bottom Up
Other Machines
Airplanes, plows,
stethoscopes, etc.
Storage
Computer
Systems
ApplicationsData
Networks
Connectivity
Power
The ability
to get things done
Knowledge
What’s the right thing
to do?
The Vision
Doing the right thing
faster, better, cheaper
Leadership
People
Software
Hardware
27. TechnologyBusiness
Data Integration: Key Success Factors
Computer
Systems
Applications
Power
The ability to produce
intended effects
Knowledge
What’s the right thing
to do?
The Vision
Doing the right thing
faster, better, cheaper
Other Machines
Airplanes, plows,
stethoscopes, etc.
NetworksStorage
ConnectivityData
Other Machines
Airplanes, plows,
stethoscopes, etc.
Storage
Computer
Systems
ApplicationsData
Networks
Connectivity
Power
The ability
to get things done
Knowledge
What’s the right thing
to do?
The Vision
Doing the right thing
faster, better, cheaper
Leadership
People
Software
Hardware
Establish shared understanding
for crucial business concepts
among all who collaborate
Consolidate data using
proven methods &
advanced technologies
Address hardware power,
capacity, and functionality
issues early
Coexistence data remain
separate
Absorption limited
consolidation
Synthesis full consolidation
Focus data integration efforts
Let process integration methods
determine data integration methods
Key Success Factor: Plan Technology Integration from the Top Down
Key Success Factor: Implement Technology Integration from the Bottom Up
28. Sequence of Post-Merger Integration Steps:
The Top Six List
1. Align calendars and charts of accounts with acquiring
company
2. Investigate statutory and regulatory requirements in all
countries in which the combined entity will operate
3. Revalue assets and date placed in service
4. Align versions of Oracle E-Business Suite
5. Consolidate instances
6. Reorganize within a single instance to align Sets of Books
(or ledgers), Legal Entities, Operating Units, Inventory
Organizations to standardize business processes and
leverage synergies of both companies
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evaluation
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