Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
This scenario recaps possibly the most challenging and far-reaching example of Link’s transition
planning and management capabilities - - sometimes referred to as managing a whitewater
transitioning. Organizational transitions are often precipitated by mergers, acquisitions,
organizational restructurings, financial distress, or startup. Whereas change management
typically focuses on creating change in an organization, transition management strives to
optimally control and manage that is inevitably occurring.
Energy Consulting SDVOSB Transition Mnagementgasanden
This scenario recaps possibly the most challenging and far-reaching example of Link’s transition
management capabilities - - sometimes referred to as managing a whitewater transition.
Organizational transitions are often precipitated by mergers, acquisitions, organizational
restructurings, financial distress, or startup. Whereas change management typically focuses on
creating change in an organization, transition management strives to optimally control and
manage that is inevitably occurring.
Driving Performance Through Enhanced Collaboration between HR and Finance.
Effective working relationships across functions — particularly HR and Finance — have traditionally eluded many organizations. A siloed approach won’t work in the future.
Performance Measurement in NGOs is a challenging task as they have both business and social obligations to meet. Traditional accounting measures may not suffice to capture and benchmark growth and other challenges of NGOs. In this paper, we enumerate some key performance measures that could be used by some practitioners.
This scenario recaps possibly the most challenging and far-reaching example of Link’s transition
planning and management capabilities - - sometimes referred to as managing a whitewater
transitioning. Organizational transitions are often precipitated by mergers, acquisitions,
organizational restructurings, financial distress, or startup. Whereas change management
typically focuses on creating change in an organization, transition management strives to
optimally control and manage that is inevitably occurring.
Energy Consulting SDVOSB Transition Mnagementgasanden
This scenario recaps possibly the most challenging and far-reaching example of Link’s transition
management capabilities - - sometimes referred to as managing a whitewater transition.
Organizational transitions are often precipitated by mergers, acquisitions, organizational
restructurings, financial distress, or startup. Whereas change management typically focuses on
creating change in an organization, transition management strives to optimally control and
manage that is inevitably occurring.
Driving Performance Through Enhanced Collaboration between HR and Finance.
Effective working relationships across functions — particularly HR and Finance — have traditionally eluded many organizations. A siloed approach won’t work in the future.
Performance Measurement in NGOs is a challenging task as they have both business and social obligations to meet. Traditional accounting measures may not suffice to capture and benchmark growth and other challenges of NGOs. In this paper, we enumerate some key performance measures that could be used by some practitioners.
Governance mechanisms for unlisted family businessesBrowne & Mohan
Family business need to adopt effective governance practices such as family office and on board independent directors. In this article, Browne & Mohan consultants describe what, when and how to go about implementing these in family businesses
Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Family business transformation is complex and messy affair. Family businesses must not only untangle the tightly intertwined family from business, but also bring business focus into the family. Successful family business transformation requires thorough planning and diligent execution. In this paper, Browne & Mohan consultants share the steps a family business must pursue to remain competitive, sustain their relevance and grow over coming generations.
Energy Consulting SDVOSB Biofuel Experiencenatalyabelmont
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Energy Consulting SDVOSB Capability Statement Corporatenatalyabelmont
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Governance mechanisms for unlisted family businessesBrowne & Mohan
Family business need to adopt effective governance practices such as family office and on board independent directors. In this article, Browne & Mohan consultants describe what, when and how to go about implementing these in family businesses
Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Family business transformation is complex and messy affair. Family businesses must not only untangle the tightly intertwined family from business, but also bring business focus into the family. Successful family business transformation requires thorough planning and diligent execution. In this paper, Browne & Mohan consultants share the steps a family business must pursue to remain competitive, sustain their relevance and grow over coming generations.
Energy Consulting SDVOSB Biofuel Experiencenatalyabelmont
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Energy Consulting SDVOSB Capability Statement Corporatenatalyabelmont
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Energy Consulting SDVOSB Human Capital Managementnatalyabelmont
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Energy Consulting SDVOSB Transition Planningnatalyabelmont
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Energy Consulting SDVOSB Transition PlanningLink Resources
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!
Energy Consulting SDVOSB Transition ManagementLink Resources
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!
Energy Consulting SDVOSB Transition Managementnatalyabelmont
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
Energy Consulting SDVOSB Human Capital Mmanagementgasanden
Link’s confidentiality policies for current and recent clients prohibit us from releasing clientspecific
information. The following Human Capital Management Scenario should thus be
considered representative of services that could be provided to support a spectrum of client
circumstances.
The Applications section at the end of this document addresses how Link’s HCM practice can be
applied to alternative scenarios.
Energy Consulting SDVOSB Human Capital ManagementLink Resources
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!
S&A Knowledge Series - Budget & budgetary controlsDhruv Seth
In continuation of our knowledge series please find attached an update on "Budgets and Budgetary Controls".
In light of the current humanitarian and possible economic turmoil, it becomes imperative for us to have an effective budget and controls for the same. This would ensure we stick to our expenses envisaged at the start of the year and exercise great control over our costs.
COVID-19 — Managing executive pay and incentives in unceCruzIbarra161
COVID-19 —
Managing executive
pay and incentives
in uncertain times
COVID-19 — Managing executive pay and incentives in uncertain times 2
In a matter of three months, COVID-19
has rapidly transformed from a local
virus outbreak to a global pandemic.
While the stress it has put on society
at large and healthcare systems
around the world is unprecedented,
it has also almost brought the global
economy to a grinding halt.
This slowdown is likely to be prolonged, and given the
scale and severity, businesses need to adapt quickly. In the
short term, organizations will need to adopt some cost-
containment measures, and rethink their cash flows and
working capital requirements.
An important piece of the jigsaw for organizations from
this perspective is remuneration. Often constituting one
of the largest “controllable” costs, organizations need to
undertake careful planning to retain, reward and motivate
employees through this crisis.
Extraordinary times demand extraordinary measures
In response to the COVID-19 crisis, several companies
in Singapore, and around the globe, are already
implementing executive pay reductions in the form of
salary freezes and voluntary pay cuts or reduction and
deferral of bonuses. These include Marriott, Lyft, BT,
Santader, Singtel, SATS, SP Group, Singapore Airlines and
Temasek Holdings, among others.
While the overall financial impact of executive pay cuts on
the company’s bottom line is likely to be limited, such cuts
are critical from a leadership, perception and messaging
perspective. At a time when share prices are plunging and
as companies may need to consider headcount reductions,
executives cannot be seen as financially insulated.
From a remuneration standpoint, however, most senior
executives are paid significant proportions of their total
compensation through performance-linked variable pay
awards — both cash and equity. These awards are bound to
be dramatically affected by the slowdown.
To put this in perspective, senior executives in Singapore
typically receive between 40% and 70% of their total pay in
performance-linked incentives, up to half of which could be
in long-term, equity-based vehicles. In comparison, most
other employees only receive between 10% and 20% of their
total pay in incentives — usually as annual cash bonuses.
It ’s now become critical for organizations to effectively
navigate and manage variable pay components by trying
to balance the affordability aspects with fairness to ensure
that motivation and productivity levels do not drop —
which can arguably have a major enduring impact on
business performance.
COVID-19 — Managing executive pay and incentives in uncertain times 3
What can boards and remuneration committees do?
In Mercer’s discussions with multiple boards and
management teams over the past few weeks, we’ve
seen that a number of alternative approaches are being
considered with respect to variable compensation for ...
Corporate Governance a Balanced Scorecard approach with KPIs between BOD, Exe...Chris Rigatuso
This paper, from 2003, during my time at Oracle, was an early attempt to define metrics for inducing accountability between BOD, executives, and operating management of corporations. It's geared to large companies, but the lessons are broadly appreciable. It was published in CFO Reviews by Anderson Consulting, and other places. It predates the SOX Sarbanes Oxley laws that were a result of the Enron Scandal.
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
Similar to Energy Consulting SDVOSB Merger Acquisition Planning (20)
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Energy Consulting SDVOSB Merger Acquisition Planning
1. SCENARIO: MERGER/ACQUISITION PLANNING
PROLOGUE
Planning for mergers or acquisitions involves a host of activities that Link refers to as Transtion
Planning. Transitions are typically fraught with great risk but also ripe with opportunity. For
example, although the majority of executives will acknowledge, and even expound upon, the
potential risks inherent in mergers, few actually develop and execute an adequate strategy and
detailed plan that ensures attainment of the benefits that originally justified the merger. This is
not because of lack of intent, commitment, or skill of the senior executive, but rather due to
his/her over-dependence and over-confidence in the management team. The simple fact is that
the vast majority of management teams are not experienced in managing transitions and often
due not place transition management at the top of their priority list - - and if they are experienced,
the approach among managers is likely different. There is also the likelihood that the
management team is not immune to the insecurity, uncertainty, political infighting, and
cultural/process upheavals - - and can not be expected to carry out obligations in the ideal
manner expected by the CEO.
Without a customized and comprehensive Transition Plan, cultures can be destroyed, morale
crushed, process efficiencies lost, and your best people recruited by competitors. On the other
hand, a comprehensive transition plan can not only minimize the risks but also take advantage of
the windows -of-opportunity that often open during a transition - - during which time employees not
only expect change, but are eager for it.
SCENARIO PRESENTATION
Background
Link was contacted by a major Fortune 500 company (Company A) to assist in evaluating and
possibly executing an acquisition of a much smaller organization (Company B) with considerable
human and material assets. Link’s assistance in the due diligence effort focused on the
structural, organizational, people, and process aspects - - mapping both risks and opportunities in
each area. The top-priority question was naturally whether the production costs and other
performance criteria could be optimized to the level that would justify the acquisition price. Link’s
conclusion was that there were considerable inefficiencies at virtually all levels of the
organization, and that performance could be improved to achieve a 30% increase in net income.
But beyond this key question there were others relating to the basic market strategy of Company
A, how Company B fit the strategy, what alternative strategies may need to be developed and
placed “on the shelf”, what goals and objectives for Company A were appropriate, and how
Company B (and A) needed to change in order to achieve the projected synergies. For example,
there were issues relating to the degree of centralization, integration of administrative processes,
Page 1
2. pursuit of economies of scale, consolidation of operations, employee compensation equalization,
managerial bonuses for transition objectives, and so forth. And Company A faced major
communications challenges to educate both organizations about what was occurring - - and why.
Transition Planning
Link reviewed its findings from the due diligence process, factored in the cultures, objectives, and
expectations of both organizations, and analyzed the works from the perspectives gained from
Link’s considerable experience. Link then began to develop its Transition Plan for the client,
outlining the specific agendas to be followed in each area, including compensation, incentives,
culture, administrative process, training, capital upgrade, maintenance, conduct of operations,
and so forth.
To maintain client confidentiality provisions, the following are a small sampling of the type of
recommendations Link would incorporate into Transition Plans in comparable situations. It is
important to note that an approach that is right for one company may be wrong for another. The
unique spectrum of issues and circumstances for each company demand a customized Transition
Plan:
Recommendation 1: Autonomy: Company B should be operated as a separate profit center, with
commensurate authority and accountability for Company A executives.
Rationale:
a) Performance of Company B needed to be closely tracked, and integration
into a larger profit center would complicate the tracking.
b) Company A wanted to retain the option to later divest Company B,
making it logical to maintain separate accounting and profit tracking.
Recommendation 2: Compensation/benefits: Even though Company B average salaries and
benefits were less than Company A, they would not be adjusted for 2 years.
Bonuses, however, would be established for achievement of specific
objectives. Bonus Accrual Statements would be sent to employees monthly,
but paid annually. Employees could at any time, however, buy computers,
cell phones, or PDAs through the Company using their accrued bonus at a
“50-cents-on-the-dollar-rate”. After 2 years, if major objectives were
achieved, Company B wages/benefits would be equalized with Company A
and bonuses for most employees eliminated.
Rationale:
a) Company B current profitability was not sufficient to warrant salary
increases, and bonuses based on performance improvement were
considered to be a better employee motivator.
b) If desired performance improvements were achieved for 2 years, salary
equalization with Company A was affordable.
c) The best company philosophy for the long term appeared to be that,
assuming performance improved for 2 years, salaries without bonuses
would be the optimum method to achieve “felt-fair-pay”.
d) Even though overall Company B benefit costs could be reduced through
integration with those of Company B, it was decided that employees would
be more highly motivated by the prospect for better benefits in 2 years if
objectives were achieved. This strategy also would make a subsequent of
divestiture of Company B less costly and easier for all concerned.
nd
Recommendation 3: Layoffs: No layoffs for 2 years, other than “for cause”. Between the 2 and
rd
3 years, any laid-off employees would be given 3 months notice - - with the
understanding that they maintained their productivity and did not actively
promote negative interactions with other employees.
Rationale:
a) Although many Company B managers could argue that layoffs were the
best method to improve profitability over the short term, it was decided that
Page 2
3. overall insecurities among the workforce and goodwill among employees
could best be optimized by a moratorium on layoffs.
b) Employees were notified of this promise during the due diligence stage in
order to reduce uncertainties and insecurity, as well as improve cooperation
from Company B employees.
c) The 3 month notification for layoffs is contrary to conventional wisdom,
but was deemed to signal a genuine trust of employees and set a tone of
fairness and loyalty from “corporate” that would hopefully engender
reciprocal reactions from employees.
Recommendation 4: Workforce Communications: Initiate 1) a website for employees and their
families to specifically communicate procedures for benefit information,
management, and sign-up; 2) establish a phone line dedicated to receiving
comments and questions from families of employees (if an answering
machine is used, commit to 24-hour response; 3) a contract with a
comprehensive HR information management company that allows for detail
tracking and interactive management of employee criteria (by both manager
and subordinate) such as salary, goal-setting and tracking, performance
appraisal, training, and so forth; 4) weekly newsletters for the first 3 months
on the status of the acquisition, reducing to monthly for the subsequent 18
months; 5) weekly manager/subordinate meetings to discuss the
acquisition, progress toward goals, and feedback from employees; and 6)
similar “all hands” meetings with the President whether in person, by videoconference, or tele-conference (monthly for the first 6 months, and quarterly
thereafter). An important caveat to these communication strategies is that
the messages must be well-designed, clearly-communicated, and
consistent. For example, in one instance the client slipped into the bad
habit of having the HR department draft the President’s monthly newsletter.
Although this may work if there is a high-level HR Director, there is a risk
that the organization will miss the valuable insights that come only from the
President that could otherwise bond and energize the organization.
Rationale:
a) Communication is key to success after an acquisition of merger, and it is
difficult (although possible) to over-communicate. The rule of thumb ought
to be to communicate until employees begin to complain about too much
information.
b) The families of employees are often at least as affected and concerned
about security, pay, and benefits as the employee. Reaching out to and
Employees were notified of this promise during the due diligence stage in
order to reduce uncertainties and insecurity, as well as improve cooperation
from Company B employees.
c) The 3 month notification for layoffs is contrary to conventional wisdom,
but was deemed to signal a genuine trust of employees and set a tone of
fairness and loyalty from “corporate” that would hopefully engender
reciprocal reactions from employees.
Recommendation 5: Transition Team: Form a Transition Team utilizing a few senior managers
who have experience in mergers or acquisitions, supplemented by a
consultant who can provide unbiased and independent advice and who is
outside the political and social infrastructure of the company. The Team
must be held accountable by the senior executive for the successful
implementation of the Transition Plan. The Team must have clear
objectives and authorities, as well as the time ensure the Transition efforts
do not end up as a low priority.
Rationale:
a) Managers are often over-tasked in their roles during the normal course of
events. During a merger/acquisition their work load inherently increases
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4. due to added complexity and increased demands and inefficiencies of
insecure employees. Even if they have time to pursue additional
responsibilities under a Transition Plan, they may relegate it to a lower
priority. Therefore, a Transition Team is almost always necessary to ensure
Transition objectives are never ignored.
b) A Transition Team of adequate size, with obligations and authorities that
cross all intra-company borders, can ensure the intent of the senior
executive is consistently endorsed and applied throughout the organization.
c) A highly-visible Transition Team also communicates to all managers and
employees that the senior executive is fully committed to the success of the
merger or acquisition.
Recommendation 6: Process Review: Even if a complete process review was conducted during
due diligence prior to an acquisition, it is likely appropriate to repeat portions
or all of the assessment. The focus should be on revising processes to
support post-acquisition objectives, incorporate new functionality, comply
with new requirements, and improve efficiencies.
Rationale:
a) A window-of-opportunity usually opens after a merger
or acquisition where managers and employees not only expect change but
are eager for it. Since most organizations seldom take the time to ensure all
policies and procedures are efficient, consistent, and compliant, this is an
ideal opportunity. Also, an acquisition often changes the work-flow,
objectives, and expectations of an organization, and the adaptation and
improvement of internal processes can be a critical key to success.
Recommendation 7: Management Training: Design and initiate a Management Training program
whereby every manager in Company A and B is educated on the
management philosophies, accountabilities, and processes.
Rationale:
a) A surprisingly small percentage of organizations have a clearly defined
management philosophy and set of guidelines, and fewer still have a
training and accountability program to ensure managers understand and
comply. A merger or acquisition not only creates an ideal opportunity to
reinvigorate a management training program, but also raises the risk level to
a point where failure to have such a program can become the singular
cause of total organizational failure.
b) A senior executive who has first-line managers who are great leaders is
truly blessed, and it can be argued that management training for such an
organization is a waste of time. Yet such a situation rarely exists, and
usually only in smaller organizations, and often only for a limited time.
Unfortunately, managerial competence is also subject to the natural law of
entropy - - meaning it degrades over time. We define managerial
competence as the ability to develop and maintain a team of subordinates
capable of producing desired results. For a very small group of managers,
this comes naturally. The vast majority of others need to have a clear set of
expectations and guidelines to follow.
c) The merger of two organizations usually results in the presence of two
distinct cultures, management philosophies, and management processes.
The senior executive may choose to maintain two distinct cultures if the
organizations are physically separated and functionally discrete, and if each
organization derives particular benefit from its own unique culture. Yet it is
much less likely that the senior executive can allow two distinct
management philosophies to coexist, since it may directly impact his/her
ability to delegate authorities and control accountabilities - - without which
the senior executive is ineffective.
d) If the following sample questions can not be concisely and consistently
answered by every manager and employee, it is very possible that there are
inefficiencies and risks that impede the success of the organization:
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5. Who is you manager? Do you have more than one?
Is your manager accountable for your productivity?
For what reasons can your manager terminate your employment? Do
you have an appeal process?
Who, other than yourself, is accountable for your long-term career
development?
Who must approve your promotion or compensation increase?
Can you have Employees were notified of this promise during the due
diligence stage in order to reduce uncertainties and insecurity, as
well as improve cooperation from Company B employees.
What is the difference between a committee and a team?
When you work on a committee for an extended period, or if you are
temporarily assigned to another department, who is accountable for
your performance and who performs your performance appraisal?
Summary
As previously stressed, each company and each situation demands a customized approach. Yet
the sampling of recommendations above should provide some insight into Link’s overall
capabilities and approaches, yet there are numerous issues and details that can simply not be
addressed in this document for the sake of brevity .
Even though this document addressed the Transition Scenario, many of the above perspectives
and approaches are pertinent to organizations during “steady state” periods. Change
Management techniques can be utilized to create positive change in organizations, and we would
be glad to discuss how Link may be able to assist you.
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