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.
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.
To help clear up any confusion, we’ve outlined an introduction to cloud computing. Hopefully this clarifies any questions or misconceptions that people may have had concerning cloud computing!
Tenbarge Seed Presentation - Trends in the Landscape IndustryTom Barrett
Brave New World: The Landscape Industry is down over 50%. What are the opportunities in this disastrous economic climate.
Focusing on the Sustainable Sites Initiative, This presentation identifies four growth areas in the landscape industry.
Guidelines For Secure Use Social Media v1.0 - Chief Information Officers Council USA - September 2009 - This document is intended as guidance for any federal agency that uses social media services to collaborate and communicate among employees, partners, other federal agencies, and the public.
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!"
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.
To help clear up any confusion, we’ve outlined an introduction to cloud computing. Hopefully this clarifies any questions or misconceptions that people may have had concerning cloud computing!
Tenbarge Seed Presentation - Trends in the Landscape IndustryTom Barrett
Brave New World: The Landscape Industry is down over 50%. What are the opportunities in this disastrous economic climate.
Focusing on the Sustainable Sites Initiative, This presentation identifies four growth areas in the landscape industry.
Guidelines For Secure Use Social Media v1.0 - Chief Information Officers Council USA - September 2009 - This document is intended as guidance for any federal agency that uses social media services to collaborate and communicate among employees, partners, other federal agencies, and the public.
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 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.
Link Resources exhibiting at Tennessee Valley Authority’s 3rd Annual Supplier...gasanden
Link Resources exhibiting at Tennessee Valley Authority’s 3rd Annual Supplier Diversity Outreach Summit Wednesday April, 29 2015 at the North Hall of the Von Braun Center in Huntsville, Alabama. We look forward to meeting with TVA, clients, and industry leaders from the region. We look forward to seeing you and telling you more about Link Resources at our booth in the North Hall!
Energy Consulting -SDVOSB Sustain Industrygasanden
Sustainability Initiatives link economic growth with effective environmental and resource
management. Such initiatives can be designed to achieve short and/or long term performance
improvements in areas as:
?Achieving product differentiation of an otherwise commoditized product (electricity) by
linkage to positive environmental attributes
?Using waste minimization, process efficiency, or environmental enhancement
campaigns to change/focus organizational culture
?Branding a new image (internally and externally) to improve public perceptions in
general or to improve product demand
?Reducing hard costs through improving energy efficiency, waste reduction, etc.
Link’s breadth of experience in biofuel plants, power generation, and energy facilities in general covers the spectrum of services. Link has managed every phase from:
energy technology design review, reliability and operability analysis, and risk analysis/mitigation
owner representation, providing oversight of construction activities [team member to total management responsibility of startup and commissioning, commercial operations and maintenance activities, re-fit/retrofit analysis and management, to transitioning ownership of facilities during many different operational phases.
energy efficiency, process efficiency, and lifecycle analysis.
Link’s lifecycle management experience across the range of project phases and contexts, energy technologies, fuels and feedstocks
Energy Consulting SDVOSB Organizational Assessmentgasanden
Link’s confidentiality policies for current or recent clients prohibit us from releasing client-specific
information. The following Organizational Assessment case study 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 Organizational
Assessment practice can be applied to alternative scenarios.
Energy Consulting SDVOSB Operations and Maintenance Servicegasanden
An O&M Strategy to obtain superior operational Reliability and Efficiency
Link has operated energy plants for project developers and owners for two decades and is the world’s leading independent plant operations provider with a global experience base across a diverse group of plants encompassing a multitude of fuels and technologies. With extensive experience in conventional power production, simple, combined cycle and cogeneration modes, reciprocating engines, district heating and cooling plants, and steam boilers fueled by natural gas, fuel oils, waste coal, coal, and pet coke, Link is an O&M subject matter expert.
Link’s founders and indeed its core staff have nuclear
experience at their roots - - which Link has melded with
its fossil and renewable competencies. For instance,
the inherently safer Small Modular Reactor industry of
course must work within the legacy regulatory structures,
yet must evolve a more entrepreneurially based
infrastructure if SMRs are going to achieve the societal
benefits envisioned.
The following are descriptions of Link experience, categorized according to the North American Industry Classification System (NAICS): 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power 221111 Electric power generation, hydroelectricgeneration, hydroelectric generation, hydroelectric generation, hydroelectricgeneration, hydroelectricgeneration, hydroelectricgeneration, hydroelectric generation, hydroelectricgeneration, hydroelectric generation, hydroelectricgeneration, hydroelectricgeneration, hydroelectric generation, hydroelectric generation, hydroelectricgeneration, hydroelectric Most recently, Link completed a major assessment of the hydro-electric generation assets of NorthEast Utilities. This included an examination of staffing, best practices, equipment condition, morale, management structure, and safety compliance - - and all as they relate to NU's competitiveness compared to neighboring electric utilities. Link additionally supported the Commissioner of the Public Utility Commission of Ohio in his evaluation of new-technology run-of-the-river hydro-electric Additionally, Link's alliance with Manitoba Hydro (one of the largest hydro-electric based utilities in North America) has offered considerable insight and available resources in the field of hydro-electric power generation.
Energy Consulting SDVOSB Capability Statement Windgasanden
INTRODUCTION TO LINK RESOURCES
Founded in 1994, Link Resources, Inc. (LINK) is a Service Disabled Veteran Owned Small Business with broad operations-related capabilities in the energy space, including O&M, commissioning, construction management, energy consulting, and so on. LINK has more energy-related experience than any other SDVOSB.
Energy Consulting SDVOSB Capability Statement Corporategasanden
PREFACE
“Unique” is a strong word, yet we challenge you to consider Link’s capabilities as otherwise:
1. Service Disabled Veteran Owned Small Business (SDVOSB)
2. 20 years of broad energy consulting and hands-on execution with experience in virtually all energy technologies and fuels (fossil, renewable, bio-energy, nuclear/SMR
3. Energy services to both Commercial/Utility/Federal clients
4. Rubber-meets-the-road turnkey management of energy plants, with accountability for output - - so we think like a facility owner (this mindset differentiates our consulting)
5. Our mindset is also always focused on optimally managing transitions1 toward improvement.
NOTE ON CONFIDENTIALITY
Link’s confidentiality policies for current and recent clients prohibit us from releasing clientspecific
information. The following Sustainability 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 Sustainability practice
can be applied to alternative scenarios.
Link Resources SDVOSB Capabilities Statement 2013gasanden
Link's interactive, distinctive, and branded approach to energy consulting and our twenty years of success across the spectrum of the energy space enables clients to accelerate objectives, mitigate risks, and rejuvenate performance during transitions - - whether such transitions include re-start, commissioning, decommissioning, contractor turnover, reorganization, acquisition, process rejuvenation, or even transitioning from engineering to procurement to construction to operations. In the Federal space Link has experience with DOE, multiple Federal prime contractors, and has project resumes at Portsmouth, Hanford, LANL, INEL, and Oak Ridge among others. In the Commercial arena Link has extensive experience with electric utilities and independent energy producers across the country and offshore as well - - from waste coal to biomass to oil/gas to biofuels to desalinization to CHP and the majority of the renewable energy technologies. Unlike most consultants, Link has millions of man-hours in hands-on operations experience, including cradle-to-grave as well as full-scope accountability for output or outcome, with lifecycle lessons learned that can be applied to consulting assignments.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"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.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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
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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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