The document discusses challenges with achieving goals in mergers and acquisitions. It finds that only 22% of deals fully achieve their transaction goals, with cultural integration and communication issues often to blame. Additionally, while human capital factors like workforce integration frequently contribute to deal failures, only 15% of due diligence time is spent on human resources and communications. The top drivers of deal failure are also noted to be human capital related issues like integration taking longer than expected and cultural integration challenges. Finally, the document notes that cost and growth synergies assumed in deals inherently involve human capital, but it is often not given sufficient priority or resources.
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
This document discusses effective leadership behavior based on a study of over 189,000 people in 81 organizations. It finds that the most effective leaders display four key behaviors: effective problem solving, results-oriented focus, support of others, and pursuit of different perspectives. These four behaviors explain 89% of the difference between strong and weak organizations. The document also presents a situational leadership staircase model for improving leadership behavior based on an organization's current state of health. It identifies baseline behaviors required at all levels and additional behaviors needed to transition to higher levels of effectiveness. Templates are included for presenting information on leadership behaviors.
The document provides an overview of the 2023 Observatory for Management Companies Barometer published by PwC. It summarizes the key findings from the report, including that total AUM managed by Luxembourg ManCos decreased 17.6% in 2022 due to market declines, but alternative assets increased 45% to over EUR 1 trillion. It also notes that market consolidation and cost pressures are pushing ManCos to review their operating models, with some insourcing or outsourcing functions and an increase in mergers and acquisitions. Technology adoption will also be important for ManCos to respond to challenges and expand into new asset classes.
This document discusses how HR can move from being perceived as "touchy-feely" to being driven by analytics. It outlines six levels of increasing analytics maturity for HR: 1) establishing basic HR metrics, 2) analyzing data to gain insights, 3) devising actionable strategies, 4) workforce forecasting, 5) developing predictive models, and 6) integrating HR analytics in real-time decision making. The document argues that becoming analytics-driven requires not just new tools but a cultural transformation to prioritize data-based decision making. It provides examples of companies that have benefited from various levels of HR analytics and urges readers to start measuring something and iterate continuously.
The document provides guidance on successful integration strategies for acquisitions. It emphasizes the importance of having a clear integration strategy aligned with the benefits case for the deal. It also stresses designing the integration programme around delivering the anticipated benefits, managing risks to both the business and programme, rapidly engaging employees from both companies, and providing focused programme management through the integration process.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
This document discusses solution architecture and robotic process automation solutions. It provides an overview of many approaches to automating business activities and processes, including tactical applications directly layered over existing systems. The document emphasizes that automation solutions should be subject to an architecture and design process. It also notes that the objective of all IT solutions is to automate manual business processes and activities to a certain extent. Finally, it states that confirming any process automation initiative happens within a sustainable long-term approach that maximizes value delivered.
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
This document discusses effective leadership behavior based on a study of over 189,000 people in 81 organizations. It finds that the most effective leaders display four key behaviors: effective problem solving, results-oriented focus, support of others, and pursuit of different perspectives. These four behaviors explain 89% of the difference between strong and weak organizations. The document also presents a situational leadership staircase model for improving leadership behavior based on an organization's current state of health. It identifies baseline behaviors required at all levels and additional behaviors needed to transition to higher levels of effectiveness. Templates are included for presenting information on leadership behaviors.
The document provides an overview of the 2023 Observatory for Management Companies Barometer published by PwC. It summarizes the key findings from the report, including that total AUM managed by Luxembourg ManCos decreased 17.6% in 2022 due to market declines, but alternative assets increased 45% to over EUR 1 trillion. It also notes that market consolidation and cost pressures are pushing ManCos to review their operating models, with some insourcing or outsourcing functions and an increase in mergers and acquisitions. Technology adoption will also be important for ManCos to respond to challenges and expand into new asset classes.
This document discusses how HR can move from being perceived as "touchy-feely" to being driven by analytics. It outlines six levels of increasing analytics maturity for HR: 1) establishing basic HR metrics, 2) analyzing data to gain insights, 3) devising actionable strategies, 4) workforce forecasting, 5) developing predictive models, and 6) integrating HR analytics in real-time decision making. The document argues that becoming analytics-driven requires not just new tools but a cultural transformation to prioritize data-based decision making. It provides examples of companies that have benefited from various levels of HR analytics and urges readers to start measuring something and iterate continuously.
The document provides guidance on successful integration strategies for acquisitions. It emphasizes the importance of having a clear integration strategy aligned with the benefits case for the deal. It also stresses designing the integration programme around delivering the anticipated benefits, managing risks to both the business and programme, rapidly engaging employees from both companies, and providing focused programme management through the integration process.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
This document discusses solution architecture and robotic process automation solutions. It provides an overview of many approaches to automating business activities and processes, including tactical applications directly layered over existing systems. The document emphasizes that automation solutions should be subject to an architecture and design process. It also notes that the objective of all IT solutions is to automate manual business processes and activities to a certain extent. Finally, it states that confirming any process automation initiative happens within a sustainable long-term approach that maximizes value delivered.
A step-by-step overview of a typical cybersecurity attack—and how companies c...McKinsey & Company
A typical cybersecurity breach has a predictable pattern of incident and response. Here's a step-by-step overview of what would happen in a typical attack—not just to prove the effectiveness of the company’s security capabilities but also to familiarize individuals with potential threats so they might recognize them when they encounter deviations from the norm.
This infographic is from the related article, "Hit or myth? Understanding the true costs and impact of cybersecurity programs," on McKinsey.com:
http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/hit-or-myth-understanding-the-true-costs-and-impact-of-cybersecurity-programs
Trendwise Analytics provides three levels of HR analytics and reporting capabilities to organizations. Level 1 involves descriptive analysis and dashboards to report basic metrics and percentages. Level 2 derives operational metrics like turnover and promotion ratios to track HR function efficiency. Level 3 utilizes predictive modeling like attrition forecasting, segmentation, and compensation analysis to inform decisions regarding retention, hiring, and compensation.
The document discusses several frameworks for IT governance - COBIT, ITIL, and Val IT. It describes the key components and benefits of each framework. COBIT focuses on controls and metrics for IT processes, while ITIL provides guidance on service delivery and support. Using the frameworks together can provide a comprehensive approach to IT governance that establishes what should be done as well as how.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Learning and Development mission, strategy, and goalsJerry Davis
The document outlines a 5 year strategic plan for a Learning and Development group with the following key objectives:
1. Improve asset utilization and cost performance by expanding online learning opportunities and maximizing use of their learning management system.
2. Build strong partnerships with customers by providing business consulting services, leveraging existing training, and regularly communicating with customers.
3. Encourage development and growth internally by providing regular communications on self-development opportunities and setting an example by outlining their own development plans.
HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune. This presentation covers aspects like:
1. Core concepts, terminologies & buzzwords
- Business Intelligence, Analytics
- Big Data, Cloud, SaaS
2. Analytics
- Types, Domains, Tools…
3. HR Analytics
- Why? What is measured?
- How? Predictive possibilities…
4. Case studies
5. HR Analytics org structure & delivery model
Organizational development manager perfomance appraisal 2tonychoper5604
This document provides information and resources for evaluating the performance of an organizational development manager, including:
1. A sample job performance evaluation form with sections for reviewing performance factors, strengths/accomplishments, areas for improvement, and signatures.
2. Examples of positive and negative performance review phrases for an organizational development manager's attitude, creativity, decision-making, interpersonal skills, and other qualities.
3. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
The Balanced Scorecard was introduced in 1992 as a performance measurement framework that monitors an organization's performance toward strategic goals. It gives managers a comprehensive view across financial, customer, internal process, and learning & growth perspectives. The document then provides examples of how Philips, Unified CallSoft, and Zenith Systems implemented Balanced Scorecards to address various issues and improve performance alignment, transparency, and strategic focus.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
The document provides an overview of finance basics for managers. It covers key topics like the basics of financial management, understanding financial statements, financial analysis and decision making, and projecting financial scenarios for project management. Some key points include defining accounting and bookkeeping, explaining the purpose and limitations of financial statements like the balance sheet, income statement, and cash flow statement, discussing various financial ratios for analyzing liquidity, profitability, solvency, financial stability, and management efficiency, and introducing techniques for projecting costs and revenues of potential projects through cost benefit analysis, net present value, and return on investment.
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
The Employee Experience: From Engagement to EnergyGlintInc
This document discusses how organizations can create an engaging employee experience to drive business performance. It highlights trends like the changing demographics in the workforce, the impact of technology, and how employees are feeling overwhelmed. Organizations are urged to focus on employee well-being, engagement, and development to create an irresistible workplace where people have energy and passion for their work. Factors like meaningful work, flexible work environments, learning and growth opportunities, transparency and trust in leadership are identified as important for employee vitality and performance. The use of feedback systems and a focus on culture, inclusion and purpose are presented as ways for organizations to build sustainable engagement.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
Aon Corporation is a leading global provider of risk management, insurance, and human capital consulting services. It has 500 offices operating in 120 countries with 36,000 staff worldwide. Aon generates over $7.6 billion in annual revenue through its three main business segments: Aon Risk Services, Aon Benfield, and Aon Consulting. Aon has the most extensive owned network of any brokerage firm, with subsidiaries and offices located across Europe, Asia, Africa, the Middle East, North America, South America, the Caribbean, and Australasia.
A step-by-step overview of a typical cybersecurity attack—and how companies c...McKinsey & Company
A typical cybersecurity breach has a predictable pattern of incident and response. Here's a step-by-step overview of what would happen in a typical attack—not just to prove the effectiveness of the company’s security capabilities but also to familiarize individuals with potential threats so they might recognize them when they encounter deviations from the norm.
This infographic is from the related article, "Hit or myth? Understanding the true costs and impact of cybersecurity programs," on McKinsey.com:
http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/hit-or-myth-understanding-the-true-costs-and-impact-of-cybersecurity-programs
Trendwise Analytics provides three levels of HR analytics and reporting capabilities to organizations. Level 1 involves descriptive analysis and dashboards to report basic metrics and percentages. Level 2 derives operational metrics like turnover and promotion ratios to track HR function efficiency. Level 3 utilizes predictive modeling like attrition forecasting, segmentation, and compensation analysis to inform decisions regarding retention, hiring, and compensation.
The document discusses several frameworks for IT governance - COBIT, ITIL, and Val IT. It describes the key components and benefits of each framework. COBIT focuses on controls and metrics for IT processes, while ITIL provides guidance on service delivery and support. Using the frameworks together can provide a comprehensive approach to IT governance that establishes what should be done as well as how.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Learning and Development mission, strategy, and goalsJerry Davis
The document outlines a 5 year strategic plan for a Learning and Development group with the following key objectives:
1. Improve asset utilization and cost performance by expanding online learning opportunities and maximizing use of their learning management system.
2. Build strong partnerships with customers by providing business consulting services, leveraging existing training, and regularly communicating with customers.
3. Encourage development and growth internally by providing regular communications on self-development opportunities and setting an example by outlining their own development plans.
HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune. This presentation covers aspects like:
1. Core concepts, terminologies & buzzwords
- Business Intelligence, Analytics
- Big Data, Cloud, SaaS
2. Analytics
- Types, Domains, Tools…
3. HR Analytics
- Why? What is measured?
- How? Predictive possibilities…
4. Case studies
5. HR Analytics org structure & delivery model
Organizational development manager perfomance appraisal 2tonychoper5604
This document provides information and resources for evaluating the performance of an organizational development manager, including:
1. A sample job performance evaluation form with sections for reviewing performance factors, strengths/accomplishments, areas for improvement, and signatures.
2. Examples of positive and negative performance review phrases for an organizational development manager's attitude, creativity, decision-making, interpersonal skills, and other qualities.
3. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
The Balanced Scorecard was introduced in 1992 as a performance measurement framework that monitors an organization's performance toward strategic goals. It gives managers a comprehensive view across financial, customer, internal process, and learning & growth perspectives. The document then provides examples of how Philips, Unified CallSoft, and Zenith Systems implemented Balanced Scorecards to address various issues and improve performance alignment, transparency, and strategic focus.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
The document provides an overview of finance basics for managers. It covers key topics like the basics of financial management, understanding financial statements, financial analysis and decision making, and projecting financial scenarios for project management. Some key points include defining accounting and bookkeeping, explaining the purpose and limitations of financial statements like the balance sheet, income statement, and cash flow statement, discussing various financial ratios for analyzing liquidity, profitability, solvency, financial stability, and management efficiency, and introducing techniques for projecting costs and revenues of potential projects through cost benefit analysis, net present value, and return on investment.
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
The Employee Experience: From Engagement to EnergyGlintInc
This document discusses how organizations can create an engaging employee experience to drive business performance. It highlights trends like the changing demographics in the workforce, the impact of technology, and how employees are feeling overwhelmed. Organizations are urged to focus on employee well-being, engagement, and development to create an irresistible workplace where people have energy and passion for their work. Factors like meaningful work, flexible work environments, learning and growth opportunities, transparency and trust in leadership are identified as important for employee vitality and performance. The use of feedback systems and a focus on culture, inclusion and purpose are presented as ways for organizations to build sustainable engagement.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
Aon Corporation is a leading global provider of risk management, insurance, and human capital consulting services. It has 500 offices operating in 120 countries with 36,000 staff worldwide. Aon generates over $7.6 billion in annual revenue through its three main business segments: Aon Risk Services, Aon Benfield, and Aon Consulting. Aon has the most extensive owned network of any brokerage firm, with subsidiaries and offices located across Europe, Asia, Africa, the Middle East, North America, South America, the Caribbean, and Australasia.
Global employee engagement increased slightly to 61% overall in 2013 as the global economy stabilized. However, perceptions of the employee value proposition have decreased, with fewer employees seeing a long-term path or compelling value with their current employer. Engagement levels and economic trends vary significantly between emerging and mature markets. Best employer companies that display strong leadership, reputation, performance orientation and engagement outperform average companies on key financial metrics like revenue growth and shareholder value, even those with only top quartile engagement levels. Leaders play a key role in driving engagement throughout organizations.
Building on a vested interest in the developmental journey of its employees, a key client of Aon Hewitt and one of the largest banks in the UAE, launched an exclusive high potential program to develop tomorrow’s leaders, today, by providing its colleagues with customized opportunities for accelerated growth.
Aon is a global risk services broker with 66,000 employees in 500 offices across 120 countries. In South Africa, Aon has 1,500 employees across 17 offices. The document discusses Aon's exclusive passenger transport insurance scheme for SABOA members, providing benefits like personal accident coverage, crisis accident management, and RoadCover assistance to manage RAF claims. It also reviews the state of the South African insurance market, noting issues like load shedding claims, new privacy legislation, and increasing cyber liability risks. The presentation encourages obtaining a new quote from a licensed broker to ensure insurance coverage is tailored to an organization's specific needs.
Aon Belux provides risk management, insurance broking, human resources consulting and reinsurance services. It has over 370 employees in 5 offices across Belgium and Luxembourg. Aon Belux's core capabilities include risk consulting, insurance broking, human resources consulting, affinity schemes, trade credit insurance, and access to Aon's global network. It aims to empower clients, colleagues, and communities through advising on business continuity and competitive talent costs.
Trends in Global Employee Engagement 2012 - Aon HewittAon Hewitt EMEA
According to the Aon Hewitt Trends in Global Employee Engagement 2012 study, covering 3,100 organisations and 9.7 million employees worldwide, global employee engagement levels have gone up to 58% in 2011 from 56% in 2010
Aon is the world's largest provider of insurance and risk management services. They have over 300 aviation specialists globally located across 25 offices. Aon Aviation has expertise in various types of aviation insurance including commercial airlines, manufacturers, airports and more. They offer customized risk management solutions and services such as claims advocacy, risk control consulting, and benchmarking.
Todd Curry, CEO of Aon's Centre for Innovation and Analytics, discusses how Aon embraced cloud technology. Some key points:
- Aon invested over $1 billion in data and analytics despite not underwriting any insurance policies itself.
- Curry provides tips for other companies transitioning to the cloud, such as starting with small pilot projects to prove benefits before full migration, and certifying existing staff in cloud skills rather than hiring new experts.
- He advocates building strong partnerships with cloud vendors and documenting progress to gain support for cloud initiatives over time from those initially resistant to change.
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
Aon plc reported strong financial results for the fourth quarter and full year of 2016. Some key highlights include:
- Organic revenue growth of 3% in both segments for the fourth quarter driven by growth across regions and businesses.
- Record operating margins of 26.2% for Risk Solutions and 20.8% for HR Solutions in the fourth quarter due to organic revenue growth and expense discipline.
- Double digit earnings growth of 13% for the fourth quarter and 7% for the full year 2016 driven by strong operating performance and capital management initiatives.
- Record free cash flow of $2.1 billion for 2016, a 22% increase over 2015, demonstrating effective cash generation.
The Aon Centre for Innovation and Analytics in Dublin has over 120 staff working in agile teams to leverage Aon's large risk and insurance data through cloud-first analytics on AWS. Key aspects of their work include building a data lake and analytics engine on AWS, adopting DevOps practices, and continuing to optimize security, costs, and performance as they further their cloud strategy. Their focus on cloud adoption has resulted in improved productivity, innovation, and a 60% reduction in operating expenses.
The UK law entitles women and men to equal pay for equal work, though a 10% gap remains between median full-time pay for women and men. The Equality Act of 2010 protects against discrimination in employment terms based on various attributes and allows women to bring claims against employers for less favorable terms than men for equal or equivalent work. Non-compliance with equal pay legislation risks litigation, rising equal pay tribunals, financial liabilities, reputational damage, and impacts on productivity and talent retention. Aon Hewitt offers an equal pay audit tool to assess pay inequalities through data collection, analysis, and recommendations.
Merger And Acquisition - Reasons for Failure and Counter MeasuresAakash Kulkarni
This document discusses reasons for failures of mergers and acquisitions and provides corrective measures. It begins with an introduction to M&A and reasons for choosing this topic. Objectives are identified as finding reasons for M&A failures and providing solutions. A literature review and fishbone diagram framework are presented. Expert opinions identify factors like culture, finance, technology, process and size that can contribute to failures. Solutions focus on improving valuation processes, mitigating cultural differences, and appointing experienced professionals to structure deals and foresee problems.
The document provides an integration framework for post-acquisition integration. It outlines key guiding principles such as getting the integration strategy right and designing the integration program around benefit realization. It describes an implementation structure with focus on the first 100 days to realize quick wins. The framework also details setting up an integration structure with a steering group, manager, and cross-functional teams to integrate corporate functions such as finance, HR, IT, and legal.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
Delivering Synergies : A closer look at post merger integrationSanjay Uppal
1) The document discusses Emirates NBD's integration process following its merger in 2007.
2) It outlines key stages of integration including designing an integration plan, establishing dedicated integration teams, and communicating expected synergies.
3) By mid-2008, Emirates NBD had exceeded synergy targets for the year, achieving cost savings and revenue increases through initiatives like branch consolidation and cross-selling.
The document discusses trends in global employee engagement based on a survey of over 4 million employees. Key findings include:
- Global engagement increased from 62% to 65% over the past year, with the largest gains in Asia Pacific (+5 points) and Europe (+2 points).
- Engagement drivers varied by region. In Asia Pacific, rewards & recognition and work life balance saw the biggest improvements (+6 points each). In North America, performance management improved the most (+10 points).
- While Latin America has historically had the highest engagement at 72%, it remained stagnant over the past year despite improvements in various dimensions like performance management (+7 points) and empowerment/autonomy (+7 points).
IT In Search Of Integrated Service ManagementFrontRange
Managing IT services has rarely been as challenging as it is today. Complexity increases costs and cuts productivity. While standards-based strategy automates and simplifies service management, only 2 percent of companies in a recent IDG survey have a fully integrated approach to service management. This white paper examines survey results on what's holding IT back and offers a potential way forward.
IBM Finance Forum - The Economic Balancing ActIBM Sverige
Sweden's economy has been on a roller coaster ride in recent years, first there was the fallout from the worst post-war global recession, and now we find ourselves travelling at full speed as growth rebounds with renewed vigour. That's all great news for now but in the meantime we have all learned some valuable lessons - with growth comes increased risk, we need to manage that, with growth comes increased cost, we need to manage that too and with growth comes ever greater opportunity both good and bad. How can business prepare for and anticipate that? What role does the finance organisation now play in keeping everything in blanace?
Managing Cash Better in an Era of Limited GrowthSAP Ariba
This document discusses supply chain finance solutions and reverse factoring. It provides an overview of b-process, a company that offers an Invoice2Cash platform to facilitate reverse factoring programs. The presentation describes how reverse factoring works, the benefits for buyers, suppliers and financial partners, and the steps to implement a reverse factoring program using b-process's Invoice2Cash solution. It emphasizes how e-invoicing can maximize the benefits by speeding up information transfer and expanding the timeframe for potential financing.
Staying Ahead of the Joneses: Retail Automation in 2010VDC Research Group
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Aon 09.15 09.15
1. The Transformative Role of Human Capital in
Mergers, Acquisitions, and Divestitures
The 6th Annual Conference on Mergers and Acquisitions
July 2012
2. M&A Environment Through First Quarter 2012
Source: 2012 Merrill datasite/monthly M&A Insider Mark 2012, we expect activity to increase during the year
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 2
3. Sustained Shareholder Value Creation Remains Challenging
Were all Transaction Goals Achieved?
Yes
22%
78%
No
Distribution of Total Return to Shareholder versus Industry Benchmark
(TRS measured 24 months after deal announced) Source: 2008, Aon Hewitt/ M&A Transaction and the Human
Capital Key to Success – Global Report
Significantly value-destroying deals
Significantly value-creating deal
(TRS less than -20%)
(TRS greater than 20%)
Factors Contributing to Deals not Meeting Goals
22%
Frequently Rated High Frequently Rated Low
39%
Cultural integration issues Payroll integration/
Inconsistent/ unclear implementation issues
communication of synergy Compensation integration/
20% objectives implementation issues
Value-destroying deals Integration/ implementation took Benefit integration/
(TRS less than zero) longer than expected implementation issues
19% Insufficient attention/ priority to HR operations integration/
workforce/ people issues implementation issues
Value-creating deal Insufficient/ incorrect employee Staffing selection issues
Source: Accenture analysis
(TRS greater than zero) communications
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 3
5. Human Capital Issues Remain a Huge Tripwire in Global
Transactions
Top 10 drivers of deal failure
(% of respondents)
The top drivers for deal failures
Integration took longer than
expected
41% are Human Capital issues,
but only 15% of time in due
Cultural integration issues 33%
diligence is spent on HR &
Inconsistent communication
of synergy objectives
32% Communications.
Insufficient attention/ priority
30%
to workforce/ people issues
Percent of time spent on each function
Poor/ misinformed strategy 28% during due diligence
Other
Risks/ liabilities not identified 10%
during due diligence 26% Communications
Finance
5% 25%
Insufficient execution
capability/ competency 26% Sales and
Marketing 10%
Leadership “infighting” and/
or buy-in 22%
Price paid for target was too 10%
Human
high 20%
Resources 20%
Failure to implement an Business Line/
appropriate org. structure 18% Operations
20%
Legal
0% 10% 20% 30% 40% 50%
Source: 2009 Aon Hewitt/ The Deal Human Capital Study
Source: 2012 Aon Hewitt/ Culture Integration in M&A, Survey Findings
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 5
6. Cost and Growth Synergies Always Involve Human Capital
Value of Synergies
(Assumed)
Growth
…depend
+
on business – –
+ +
strategy and
workforce
Transaction Integration
Costs
=
ability/ Costs
Value of
willingness
Target Maximum
to execute it
Value of Price For
Costs
Acquirer Enterprise
Metrics of Success
Objectives Methods to address HR issues
Identification of HR and Risk Liabilities
Pay the Right Growth synergies are almost exclusively
Purchase price adjustment
Price Obtain protection for HR/ Risk liabilities and cost driven by Human Capital — physical
assets, process reengineering, or tech
Retain key talent infusion are enablers of growth.
Achieve Growth Retool workforce
Synergies Minimize disruption
Improve processes and efficiency The “winners” are those firms that can
build execution capabilities and
Identify HR/ Risk cost savings measure outcomes around growth
Manage Cost Estimate severance and restructuring synergy capture
Capture economies of scale in purchasing goods/ service
Minimize litigation
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 6
7. Human Capital Synergy Examples
Synergy Type Representative Examples
Pay the Right Price Eliminating redundant jobs, delayering, functional redundancies
(easy to identify) Capturing scale economies in purchasing goods/services (e.g., consolidating
vendors)
Reducing overhead costs
Achieve Growth Enhanced productivity and enhanced client engagement and pull-through
Synergies (difficult to Driving target company’s superior or complementary products through the
estimate) acquirer’s sales force and distribution channels
Expanding the acquiring company’s sales by running products through the target
company’s distribution channel
Using scale of combined company to access new revenue enhancement
opportunities (e.g., expanded deal flow)
Manage Costs Transferring best practices and core competencies from one company to another
(result in both cost Improving core business processes (e.g., faster, lower-cost product development
savings and revenue process)
enhancements) Outsourcing/BPO/EBO
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
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9. M&A Planning Blueprint for Human Capital
Area Topic Target Evaluation Due Diligence Integration Planning Implementation
Org. Structure Review publicly available info re: org. Assess overall organization model Develop new org model, detailed org Transition to new organization
Org. design charts model/charts
Design Leadership Review publicly available information Identify initial key talent and Finalize leadership team (plan) and Select/deselect leadership team and
(proxy, websites) and identify key background identify leadership competencies assess performance
talent
Governance Review publicly available info regarding Conduct high-level “as is” baseline Establish new governance model – Implement new model and identify
reporting relationships assessment of reporting relationships eliminate/change/enhance/add transition issues, risks and
outlining differences functional roles opportunities
Executive Review publicly available information to Assess existing employment contracts; Develop new employment agreements Execute individual employment
Comp. & compensation determine compensation levels of exec identify existing commitments; as needed agreements
Benefits team determine executive team for
combined entity
Employee comp. Review publicly available info and Assess competitiveness and Establish rewards strategy for Implement new rewards strategy; align
develop hypotheses on potential effectiveness of current plans and combined entity; design and establish with change and communications
Retirement plans issues; Identify local country labor law vendors; identify risks and quantify specific plans programs; mitigate activities
Health care requirements material liabilities liabilities and risks
benefits
Other benefits
Staffing levels Review publicly available info. for Assess current staffing levels; estimate Develop detailed selection process; Execute selection and staffing process;
Staffing staffing and structure; hypothesize on potential headcount synergy target train managers to execute process transition to new org model and
Talent potential issues staffing levels
Selection& Retention Consider those employees critical to Determine key roles and retention Develop retention plan for identified Execute retention plan and timing
Staffiing retain issues key talent
Consultation Initial understanding of implications Initial planning discussions with works Incorporate works council requirements Execute project plan based on deal
Employee Requirements within countries involved in deal councils in those countries affected in into deal terms and project plans terms and timing requirements from
Relations EMEA works councils
Collective Review publicly available information Understand current labor environment Establish overall labor strategy for the Execute communications to union
bargaining and identify local country labor law and agreements; identify and quantify independent entity; tailor for individual leadership; conduct negotiations;
agreements requirements material liabilities bargaining agreements implement agreements
Culture Review publicly available info. including Compare current cultural attributes; Assess cultural issues and potential Execute specific actions to drive
Culture national culture and industry info. conduct high-level gap analysis impact on integration timeframe and culture and engagement changes;
costs periodically monitor changes through
Employee Review publicly available info. Including Establish baseline engagement levels; Develop a plan of decreasing surveys to gauge progress
Engagement industry info and id. potential areas of identify risks associated with the disengagement timeframe and
concern/focus divestiture increasing employees level of
engagement to maintain the business
Compliance Review information including company Analyze risk management Develop priority compliance action Monitor critical compliance activities
values, internal policies, external culture/controls; identify and report plans through transition
relationships major risks
Change High-level assessment of change Assess readiness for change; identify Develop change management plan, Execute integrated change plan;
Manage Management management requirements integration risks including leadership, involvement, monitor success and tune as needed
the learning components
Change Communications Understand communication capabilities Understand existing channels and Identify key stakeholders; begin Continue executing tactical
for deal and notify necessary preferred ways of communicating executing tactical communications communications; integrate across all
constituents (legal) program HR activities
Program Understand deal rationale, geographic Establish basic infrastructure, including Expand infrastructure to manage Continue rigorous program
Management requirements and initial project timelines, data room, reporting, individual HR workstreams; formalize management; measure and track
Office structure meeting logistics governance progress against synergy targets
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 9
11. Sources of Human Capital Risks
Talent Risk Reputational Risk
Evaluation of individual leaders from CEO down against Due diligence of business entities, owners and management
competencies critical to success in post-deal environment teams, potential board members and key hires, and JV
partners.
Application of range of valid, sound, and target-appropriate tools
delivered by highly experienced, professional global team. Fact- Proxy fight and hostile takeover defense support
based talent value assessment on which to base compensation
Results translate into real benefits including prevention of
and retention offers
reputational damage, increase in critical negotiating leverage,
Due diligence of team effectiveness of leadership team; and reduced financial losses resulting from misrepresentations.
Assessment of depth of bench strength and succession risk
Identify and avoid financial losses resulting from
Identification of performance and retention risk, lending results misrepresentations.
to quantification of potential retention considerations in
Identify possible trailing litigation or regulatory issues
transaction value
Gain a more complete understanding of involved parties
Analysis includes a competency profile of each individual along
with recommended actions to address lacking areas and drive
results
Culture Risk Compliance Risk
Evaluation of a properly calibrated risk environment that Evaluation of compliance programs across all functional
encourages leaders and employees to make business areas that is appropriately documented, communicated,
decisions that maximize the risk/return trade offs within the risk implemented and reported.
tolerance of the company
Due diligence on compliance related policies and
Due diligence on risk environment and governance focusing on procedures, compliance communications, ethics and
assessment, monitoring, and control environment and likelihood compliance training, whistle blower programs, compliance
for reckless behaviors hotlines, processes for treating alleged incidents; risk
assessments; and business and compliance review
Analysis of internal policies and practices and governance
processes.
model e.g., does management demonstrate active commitment
to risk management policies and practices? Does the company
culture and pay practices support the operational risk
management environment that is appropriate?
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 11
12. Global Due Diligence: Focus on Key Workforce and Compliance
Issues
People Assets Adverse Margin Impacts People Costs Workforce Flexibility
Profile key management Understatement of Benchmark jobs and Goodwill issues/morale
Organization chart ongoing program costs people costs Procedure steps
Skill profile Severance payments Benchmark staffing Legal barriers
Commitments to future levels
Demographic Union/Work Council
characteristics cost increases issues
Collective agreement Temporary/contract
commitments workers
Expatriates
Relocation expenses
Asset Liability Impacts Adverse Revenue Impacts Organizational Fit Compliance
Change of control Sales incentive design Cultural barriers Programs and
triggers Likely employee turnover Incompatible job processes
Pension, welfare Retention plans definitions Illegal payments
liabilities understated Incompatible reward Discrimination
Pending industrial
Contracts with disputes structures Acquired rights
executives may contain Incompatible process Payroll & HRIS
future liabilities and structure
Collective agreements
Book accruals Duplicate jobs
understated, e.g. Employee commitments
vacation, sales
commission
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 12
13. Address Country-Specific Labor and Compliance Issues
Many countries have local laws and practices that can have a significant effect on the price of
a deal
Brazil China France Germany Israel Japan
Pension Employment Triggering of Triggering of Complex Complex
underfundin laws vary by Individual and acquired rights labor laws compensation
g province union rights programs
Variation in Increasing
Plan tax Some Post-retirement pension duties for Variation in
status benefits are medical and life valuation social pension
set by law methods security valuation
Minimum Termination
methods
health Unrecognize indemnities Restrictions on General
benefits d benefit asset transfers trend over Restrictions on
Early retirement
costs and the last retirement plan
Termination incentive plans Eliminate
liabilities decade of changes
indemnities pension
Formal and “legalization
Constraints discrimination Restrictions on
Small group informal ” of the
on policies/practice asset transfers
insurance severance plans workplace
severance s
costs Employee
practices Employee Recent
Implementing housing
housing legislation
retirement plan subsidies
subsidies increasing
mergers
protection of Minimum legal
Complex labor
Complex labor employees benefit levels
environment
environment
Legal limits on
Individual
reductions in
employment
benefit levels
contracts
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 13
15. The Critical First Step is to Understand the Business Strategy
Buy Competitors Buy Suppliers
Acquire people or technology Secure raw materials/inputs
Expand geographically Improve quality
Gain market share Lower costs: R&D, production, inventory
Reduce costs: sales, Acquire hard-to-duplicate assets
marketing, inventory Respond to deregulation
Enter higher-margin industry segment
Diversify Buy Customers
Balance market risks Own distribution network
Expand product portfolios Freeze out competitors
Enter entirely new businesses Lower costs: production, inventory, sales
Integrate product line Improve identity/visibility
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 15
16. Define an Overarching Integration “Philosophy”
POSSIBLE INTEGRATION “PHILOSOPHIES”
Limited Integration Dominant Player Absorption
Holding Company A
Company Dominance
Company Company
A B Company B
Very little integration of A & B B’s assets are fully integrated into A
Mutual Best of Both Integration Transformation to New Company
Integrated Integrated
Best of Best of Best of Best of
New New
Company A Company B Company A Company B
Company Company
Full merger of best practices from A External New Company
& B to create a new entity Best Practices Best Practices
Best of Both integration that also incorporates
external and new company best practices
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 16
17. Integration Success is Linked to Sustained Focus on Leadership and
Key Talent
Utilize leadership practice strategies and approaches on a consistent and sustained basis than
underachievers
Extent* to which the leadership practices are utilized
100%
94%
81% 82% Underachiever
80%
80% Overachiever
75%
73%
71%
68% 68%
62% 63%
60%
60% 58% 57% 56%
50%
40%
20%
Identification Assessment Selection Use of formal Coaching/
Having leaders Onboarding Having
and retention of leaders/ and leadership mentoring
and key talent of leaders/ leaders/key
of leaders/ key talent placement competency leaders and
lead key talent
key talent of leaders/ model for key talent
participate in talent participate in
integration ongoing key talent transactions
teams leadership
development
programs
*Responses of 4 and 5 was considered where 5 indicate “Always”
Source: Aon Hewitt M&A Research Database
Aon Hewitt | Global Aon Mergers and Acquisitions Solutions
Proprietary & Confidential 17
18. Leadership Assessment and Selection
Key drivers for leadership assessment
Best practices to engage and retain leaders
and selection in acquisitions
Limited or questionable data is provided about Engagement begins with orientation, but requires
key leaders from the acquired organization continued conversations and engagement by the
acquirer
Early assessments are often inaccurate –
especially when provided under severe time Executives require more than retention packages
constraints (e.g., competitive compensation and benefits, career
development, strategic vision)
Political considerations may play a key role
(e.g., would target CEO’s assessment be the Targeted development and reward strategies for key
same as yours?) technical and functional experts
Business objectives and strategies may be “Mentoring” relationships between acquired leaders
different requiring a different type of leadership and peers in the business who have been “acquired”
(e.g., transformational vs. transactional
change) GE Best Practice: Performance-based retention
targeted at achieving business financial targets
(including synergies) plus non-financial actions such
as mentor or IDP
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19. Acquirers are Increasingly Using More Comprehensive
Leadership Assessment Tools and Methods
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20. Understanding National Cultural Differences Is Essential to the
Success of the Transaction
Linear-Active, Multi-Active Reaction Variations
Hispanic America MULTI-
ACTIVE
Italy and Spain Africa
Russia Arabs
France Iran and Turkey
BELGIUM INDIA
Australia and Denmark Indonesia and Philippines
Netherlands and Norway Korea
U.S.A. China
LINEAR-
Switzerland REACTIVE Vietnam
ACTIVE
U.K. Sweden Finland CANADA Singapore Hong Japan
Germany Kong
Source: When Cultures Collide, Richard Lewis, Third Edition.
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21. National Culture Recognizing differences - Israel
Values :
Obsession to survive
Courage
Energy
Opinionated views
Impatience
Morality
Modernity
Practical & pragmatic
Informal people
Poor listeners
Friendly atmosphere but
business like.
Full use of high technology
Seeking innovation and
improvements
straightforward
Source: Richard D. Lewis
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22. Addressing Organizational Culture is Highly Correlated with
Success
What defines How it is
culture demonstrated
Leadership
What they attend to, measure, reward
and control; role modeling and coaching Customer Experiences
Employee Experience
Organizational Structure
Mission, Objectives, Shareholder Value
Values and Strategies. Formal
statements, charters, creeds
Brand Promise
Business Partner
Programs, Policies, Relationship
Practices
Criteria for recruitment, promotion & exit
Work Environment Business Results
Design of physical
space; Socialization
Patters
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23. Culture Must Align With Strategic Priorities and Drive Value
Major Strategic Priorities
Efficiency Quality Innovation Customer Service Company Image
Cultural differentiators* by strategy in financial high-performance companies
Safety focus Teamwork/BP sharing Diversity of thought Career development Shared understanding
Structure/process Process quality focus Supervisor relations Performance of company direction/
efficiency Empowerment Stimulating management brand
Training Training environment Local flexibility Shared values/pride
Coordination Long-term orientation (physical) Positive working Integrity
Data orientation Understanding Stimulating relationships Leadership
Performance customer’s quality environment Supportive service Belief in P/S quality
management expectations (interpersonal) environment
Focus on priorities Data orientation Information sharing Customer knowledge
Involvement Collaboration/ Service orientation
Workload/resourcing teamwork Values
Physical conditions Support for risk taking Learning/information
Customer Rewarding innovation sharing
understanding Bias for action Belief in P/S quality
Anticipating customer
needs
Flexible work
arrangements
Credible leadership
* Differentiators derived from employee research into the survey questions and
topics on which financially successful companies excel versus their peers.
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24. Aligning Culture with Strategy Leads to Better Engagement and
Retention Outcomes
44% more employees are engaged
Strong Culture Alignment 7% 35% 51% 7%
in companies where culture is aligned
with strategy
Low Culture Alignment 9% 20% 42% 29%
71% of employees in companies
with misaligned cultures are either
0% 20% 40% 60% 80% 100% passive or actively disengaged
Highly Engaged Moderately Engaged Passive Actively Disengaged
1%
Strong Culture Alignment 51% 30% 5% 13%
2X the number of employees will stay
with companies where culture is aligned
with strategy
Low Culture Alignment 25% 36% 19% 3% 18%
75% of employees are likely to
0% 20% 40% 60% 80% 100% leave companies where culture is not
I have no plans to leave Would consider another job offer
aligned with strategy
Actively looking for another job Made plans to leave
Plan to retire in the next few years Source: Aon Hewitt’s Engagement 2.0 Study
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25. What are M&A Overachievers Doing Differently?
Answer: Less analysis, more action!
Assess Current State Culture 75%
89%
Underachievers
Define Future State Culture 70% spend more time
89%
assessing culture
Analyze Current/Future Culture Gaps 75%
89%
Make Organization Structure Changes 100%
78%
90% Overachievers
Redesign HR programs
67% spend more time
Managing culture.
Conduct Team Building Interventions 90%
78% Ie, the “How”
Communicate Regarding Culture 85%
78%
50% 60% 70% 80% 90% 100%
Overachievers Underachievers
SOURCE: Aon Hewitt’s Culture Integration in M&A Study
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26. Validate/Implement: Understanding the “What” to Drive Culture
Change
• Link between the CMO (Change Management Office) and the PMO
• Process to link go-forward culture to business strategy
Link to Business Strategy • Monitor cultural and change readiness risks
through the CMO • Develop and manage execution of integration roadmap
• Ensure alignment of people-programs and initiatives to business strategy
• Conduct accelerated culture assessment; utilize survey tools with cascading
scope from leadership down
• Leadership interviews and focus groups to assess and validate legacy cultures
Culture Assessment and and go-forward culture
Integration Planning • Develop and execute culture integration plan; mobilize leaders and change
sponsors
• Identify, train, and equip change leaders and sponsors
• Emphasize Leadership change agility, change network implementation and
acculturation
Change Readiness and • Provide formal training and coaching for leaders in cultural integration
techniques
Managing Engagement
• Deploy culture/engagement surveys and measurement tools; analyze and
reporting findings
• Ongoing engagement monitoring with focused interventions as needed
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27. Culture Integration to Aim Towards a High Performance Culture
Indicators of a successful culture
Mistakes to avoid during culture integration
integration
In the longer term, the success of culture Often integration leaders not held accountable for
integration is does not lie in the similarity of culture integration
merging businesses, but in building a High Lack of urgency in addressing culture
Performance Culture.
Executives do not see the need to address culture at
all
Following activities should be included in culture
integration plan Leaders (often managers/supervisors) not skilled at
leading change
Leadership role modeling of desired behaviors What employees experience does not match what
they’re told
Communication of performance expectations Relegating culture to HR; treating it as “soft” stuff
Conduct assessment but ignore ongoing change
Talent and skill development
process
Reinforcement with formal mechanisms Ignoring subcultures, which invariably exist
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28. Aon Hewitt’s Culture Integration Approach: Phases and Timeline
Assess/Validate Validate/Implement Implement/Measure
Validate
ID Cultural/Change Develop Integration
Cultural/Change Change Planning Business Alignment / Link to PMO
Readiness Risks Roadmap
CMO/LINK TO Readiness Risks
BUSINESS TRATEGY Assess Alignment of People-Programs/Initiatives Plan Alignment of People-Programs/Initiatives Execute Alignment of People-Programs/Initiatives
To Desired Culture To Desired Culture To Desired Culture and Business Strategy
Accelerated Culture Broader Culture/
Mobilize Leaders and Change Sponsors Continued Pulse Surveys
Assessment; Survey(s) Finalize Future State Engagement Survey
CULTURE Leadership Assessment Culture
Preliminary Culture Integration Plan Ongoing Culture Integration Execution
and Interviews
“WHAT”
Stakeholder/Audience Identify Change
Change Leaders/Sponsors Coaching
Analysis Leaders/Sponsors
CHANGE READINESS Change Mgmt Tools Focus on Leadership Change Agility, Change Network Evaluate Change Steady/Future State
Change Impact Analysis
to Leaders Implementation and Acculturation Progress Change Capability Dvmt.
Engagement Question
Pre-Close Engagement
Design in Culture Culture/Engagement Survey Deployment Culture/Engagement Analysis and Reporting
Data Analysis (existing)
Survey
ENGAGEMENT Alignment of Business/People Initiatives People/Business Interventions to Drive Engagement
Hi-Po/Retention Discussion Triage Ongoing Engagement Monitoring
Gather Input
(Interview/Survey) Socialize/Gain Buy-In on
LEADERS Train on Culture/Change Coach on Culture/Change
Assess Alignment, Capabilities to Drive Cultural Go-Forward Culture
Integration & Change Readiness
Equip/Train to Drive Change Execute Change Initiatives
“HOW” (Levers)
Identify Critical Stakeholders
STAKEHOLDERS Understand Current Perspectives Provide Information/
(Risks/Opportunities) Gather Feedback
Continued Communication Support
Execute Key Alignment Communications Continue Ongoing Culture Communications
(Leadership and Integration-Specific)
COMMUNICATIONS Build and Enhance First-Line Manager Leverage Feedback Loops /
Launch Culture Communications Support
Communications Mechanisms Adjust Comms Approach as Needed
Gather Available Propose Business and
Monitor Available Metrics Pulse Survey(s)
Baseline Metrics People Metrics
MEASUREMENT Link Changes in Culture to
Embed Metrics Perspective in Survey(s) Develop Integration Scorecard
Employees/Business Outcome Measures
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29. Aon Hewitt’s Culture Integration Approach: Outcomes
Assess/Validate Validate/Implement Implement/Measure
• Business alignment / link to deal objectives • Business alignment / link to deal objectives • Business alignment / link to PMO
• Identify cultural and change readiness risks • Continue culture/change readiness assessment and change • Execute alignment of people-programs/initiatives to desired
CMO / Link to • Develop Integration roadmap planning culture and business strategy
Business Strategy • Assess alignment of people-programs/initiatives to desired • Plan alignment of people-programs/initiatives to desired
culture culture
• Accelerated culture assessment • Preliminary culture integration plan • Ongoing culture integration execution
• Leadership assessment and interviews • Broader culture/engagement survey • Mobilize leaders and change sponsors
“WHAT”
Culture • Culture/engagement survey (cascade from leadership down ) • Mobilize leaders and change sponsors • Continued culture/engagement pulse surveys as need to
• Finalize future state culture • Consider focus groups for survey feedback track progress
• Stakeholder/audience analysis • Focus on leadership change agility, change network • Change sponsor/leader coaching
• Change impact assessment with culture implementation and acculturation • Evaluate change progress and recommend actions as
Change Readiness • Identify change sponsors/leaders (in conjunction with talent • Change sponsor/leader coaching needed
selection approach) • Evaluate change progress and recommend actions as • Steady/future change capability development
• Change tools to leaders and managers needed
• Pre-close engagement data analysis (existing) • Culture/engagement survey deployment • Culture/engagement analysis and reporting
Engagement • Engagement question design in culture survey • Ongoing engagement monitoring • Ongoing culture/engagement monitoring
• Hi-Po/retention discussion triage • Alignment of business/people initiatives • People/business interventions to drive engagement
• Gather input (interviews/surveys) • Socialize buy-in on go-forward culture • Continue leadership on-site employee meetings by
• Assess Alignment, Capabilities to Drive Cultural Integration & • Train on culture/change location/function/group
Change Readiness • Gain leadership input on cultural integration plan • Coach leaders on walking the talk (culture/change)
Leaders • Ensure senior management and executive leadership buy-in • Coordinate leadership on-site employee meetings by • Link with talent selection/staffing process
and involvement location/function/group • Follow up measurements of leadership change capabilities
“HOW” (Levers)
• Facilitate leadership alignment on go-forward culture and • Link with talent selection/staffing process and alignment compared to baseline
future state
• Identify critical stakeholders; change sponsors and • Equip/train to drive change • Execute Change Initiatives
champions • Set up stakeholder network and game plan • Continue to update stakeholder game plan
Stakeholder • Conduct leadership forums to reach stakeholders • Mobilize change sponsors and champions • Stakeholder meetings and initiatives
• Provide basic change management tools • Facilitate manager/employee discussions • Monitor feedback loop
• Understand current perspectives (risks/opportunities) • Provide information/gather feedback
• Support leadership communication • Launch culture communication approach • Continue ongoing culture communications
• Continue integration communications • Execute key alignment communications • Adjust communication approach as needed
Communication • Build and enhance first-line manager communication • Leverage various communication forums • Leverage feedback loop
mechanisms
• Propose business and people metrics • Monitor available metrics • Leverage pulse surveys to assess culture change and
• Gather baseline metrics available • Develop Integration scorecard leadership adoption of culture
Measurement • Embed metrics perspective in survey • Use feedback loop to get metrics input • Link changes in culture to employee and business-related
outcome measures
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30. Workforce Engagement is Important
What is Engagement? Why does Engagement Matter?
I tell others great things Total Shareholder Return
Say I would recommend this firm to a
friend seeking employment Engagement Levels TSR values
over 65% 22% above average
I rarely think about leaving
Stay under 45% 28% below average
It would take a lot for me to leave
I am inspired to do my best every day
Profitability and Revenue
Strive I am motivated to contribute more
Revenue Profitability
than is required Engagement Level
Growth Growth
over 65% 15% 39%
Average Distribution of Employee Engagement
50% under 64% 10% 14%
41%
40% 36%
Source: Aon Hewitt 2011 Trends in Global Engagement
30%
20%
13%
10%
10%
0%
Actively Passive Moderately Highly Engaged
Disengaged Engaged
Source: Aon Hewitt Engagement 2.0 Employee Survey - US
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31. Reduce Risk and Cost of Disengagement and Accelerate Financial
Value of Changes
The Individual Change Path
Understanding Preference Value Adoption
= Behavior
Integrating
Rationalizing
(shortest duration possible)
Testing
Resistance
Over-
Confidence Letting Go
Disengagement
“valley of despair”
The “change curve” is unavoidable and expected as employees learn and grow through the change
event. The depth and duration of disengagement can be managed and minimized.
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32. In Transactions, Employees have a Raft of Pressing Questions
about how They are Impacted Personally
Employee
My Company
communication should
address these concerns. My Team
My Work
My Career
My Money
My Future
What will What will What will How will my What will What will
happen to happen to my happen to day-to-day happen to the happen to my
me? ability to earn opportunities work change people I work Company?
money … for my career … short term? with?
short- and … long term?
long-term?
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33. Integrating Program Management and Change Management Yields
the Best Results
Program Management Office Integrated Change Aligned Efforts and Outcomes
Management Office
Pinpoint accountability Effective allocation of
Define and manage resources
Define benefits
stakeholder interests
Faster time to value
Monitor progress
Map specific employee
Rapid stakeholder
Assess and manage risk behaviors that need to change
engagement
Optimize spending within
budgets + Gather data to facilitate
leadership decision making = Higher benefits realization
Proactive risk management
Improve operating Attack barriers to change
environment Sustained momentum
Formulate and implement
Create greater synergy change strategy
integration among work
teams
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34. To Build Execution Capability, Develop a Detailed Change Strategy
that Includes Specific Activities and Deliverables
Driver Example Activities and Deliverables
Effective Leaders Leadership working sessions
Tailored integration training sessions for managers
Effective Integrated multi-media communication program (web, print, town
Communication halls, etc.)
Detailed audience analysis
Effective Involvement Extensive employee research (focus groups, surveys, etc.)
Employee involvement on integration teams
Effective Capability Targeted training sessions
Building
Identification of new required skills and competencies; plans to
develop them
Effective “Line of sight” analysis, linking organizational and employee
Measurement actions to business results
Detailed scorecarding, tracking operational, financial, customer, and
other metrics
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35. Amiad – Arkal Integration – Israeli Case study
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36. Amiad – Arkal PMI Case Study
April May June July Aug. Sept. Oct. Nov. De
Area c.
Integration Approach definition
I General Planning Approved PMI PLAN
Leading teams assignment
Communication Comm. planning
II On-going communication
D-Day comm.
Key People Identify Key People
III KP retention meetings
retention
Streams check lists
IV Orientation workshop - mngs
Gap Analysis
Gap analysis report
Vision, Org. Vision & strategic planning
High level Organizational structure
V Structure &
Management assign.
Management Rest of org. Organizational Mng Team Building
structure
Identify Key
Customers customers
VI Sales & working
Effective Customer Service
Co-meetings processes
retention
Orientation to Emp. Define
VII Cultural Merger Prof. Training Global
Mix. Business teams company
Branding
values
VIII QC & conclusions
37. About Us
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38. Aon Hewitt: A Snapshot
• Aon Mergers & Acquisitions Solutions
Aon Corporation
Aon Risk Solutions Aon Hewitt Aon Benfield
• Retail Brokerage • Corporate Transactions • Treaty Reinsurance
• Captive Management • Talent and Rewards Consulting Brokerage
• Affinity Programs • Employee Communication, • Facultative Reinsurance
• Select Personal Lines Engagement, and New Media Brokerage
• Premium Finance • HR Business Process • Capital Markets
Outsourcing • Financial Advisory
• Total Rewards • Analytics &Technical Services
• Claims Management
Aon Hewitt Overview Core Strengths Valued by Our Clients
#1 Human capital consulting and outsourcing firm in the world • Aligning complex situations to strategy
• Balanced and holistic approach across IT,
90 Number of countries in which Aon Hewitt operates
people, process, and organization
330 Number of Aon Hewitt offices around the world
• World-class consultants and methods
29,000 Number of Aon Hewitt colleagues around the world • Best-in-class change management and
$8.5 billion Aon revenue (2010 corporate) engagement through transitions
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39. Aon Mergers and Acquisitions Solutions (AMAS)
Risk and HR M&A Specialists
World-class thought leadership and experience from more
than 4,000 diligence assignments over the past 5 years
25 years continuous commitment to providing focused
diligence advice to corporate and private equity clients
Staffed with 400 dedicated professionals worldwide
including MBA’s, attorneys, actuaries, as well as former
risk managers, brokers, underwriters, claims adjusters,
management consultants and investment bankers
Leveraging human capital and risk expertise from 60,000
professionals in over 500 offices across 120 countries
Dedicated consultants who bring strong level of
AMAS Global Footprint
transactional expertise and ready availability to our
M&A clients
Dedicated resources in all major business regions
throughout the world who bring local expertise in their
respective business and regulatory markets
Announced the creation of Aon M&A Solutions in January 2011, creating the only integrated
global advisor across risk and human capital solutions.
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40. Aon’s M&A Solutions: Capabilities Summary
Aon is the leading provider of HR-related M&A services globally and manages over 200 transactions per year
including the largest and the most complex and successful business combinations over the past 5 years.
Our People Our Experience and Expertise Our Market Presence
Dedicated group of M&A Overall Acting as HR M&A partner to Cisco Hired as ongoing global HR M&A
specialists – M&A and On average, our consultants have providing support for multiple partner. Provided due diligence
restructuring are all we do; over 20 years experience working transactions, including $3.2B and integration support for multiple
focused on delivering end-to- with some of the world’s most acquisition of Tandberg (35+ transactions as well as HR M&A
end capability for major sophisticated organizations countries); working directly with HR training for GE employees globally
organizational change events including GE, HP, Nokia, UPS, M&A Leader
IBM, Abbott, Cisco,
Industry leading experts – Providing strategic support for global Provided due diligence and
Wal-Mart, among others
Practice-leader level consultants expansion, specifically growth in Latin integration support for multiple
Worked on 500+ transactions in
formerly with largest America (Brazil); working directly with transactions in addition to
past 5 years, including some of the
competitors, joined together to Global Business Integration executive providing HR M&A training for
most complex acquisitions in
deliver distinctive value within Finance organization Philips employees globally
recent history
Global expertise – Worked on Depth and Breadth of Services Leading HR due diligence efforts for Provided HR M&A integration
transactions involving every Provide services throughout the Comcast‘s 51% ownership stake in support on multiple transactions in
region of the world; specialize in transaction lifecycle – Due NBC Universal (joint venture with GE). addition to HR M&A training and
addressing human capital issues diligence, integration planning, $30B transaction involving 45+ HR partner for numerous joint
in complex global deals post-merger integration and countries; working closely with SVP ventures
restructuring Comp & Benefits and business strategy
Industry Expertise – Expertise in
Integrated set of expertise across a leader
a multitude of industries
including transportation, media, broad range of HR domains Leading transition efforts to stand up Hired as Joint Venture HR M&A
financial services, healthcare, including benefits, compensation, HR programs and operations for the partner for Ricoh/ Global Infoprint
high technology, manufacturing, communications & change joint venture entity; working directly joint venture in addition to
retail management, HRIS, HR with EVPHR from NBCU and providing HR M&A training for IBM
operations, HR policies, leadership executives from GE and Comcast employees globally
Holistic Skill Set – HR technical selection and staffing, organization
(e.g., benefits, employment law, design, payroll, training & Hired as ongoing HR M&A partner for Led global compensation &
compensation), organizational development HP MADO and have provided due benefits integration support for
(e.g., culture, change diligence and integration support in Abbott’s $7B acquisition of
management, organization Methods, Tools and Technology multiple transactions, including $13B Solvay’s pharmaceutical unit, one
design), and business Leverage proprietary methods, acquisition of EDS (320,000 of the largest pharmaceutical deals
strategy/operations (e.g., tools and technology to deliver employees in 60 countries) completed in 2009
business strategy, operational consistent M&A solutions across all
process design) domains and around the world
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