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Flaws in M&A Workshop
- 1. IDENTIFYING ANY FLAWS IN A MERGER INTEGRATION Human Resource Management Change Management Organisation Development National and International Workforce Performance Management Sheena Tooke LL.M, MBA, FCIPD, FCMI, CMGR, MBTI
- 2. Get the Plumbing and Wiring Right 3a. 3b. Identifying any flaws in the Merger IntegrationChallenge.1 Security & Technology is changing rapidly Ensure that support systems reflect the changes. How it work together Ensuring facilities operate efficiently 1. Addressing stakeholder complexity and understanding major pitfalls in the merger from stakeholder perspective are crucial to the successful management of union. 2. Confusion around: Policies & Processes across the Group. 3. Legislation, guidance and compliance issues to consider as well as balancing logistics of maintenance and operations 2
- 3. The Proposed Solutions How it work together Ensuring facilities operate efficiently Legislation, guidance and compliance issues to consider as well as balancing logistics of maintenance and operations Implementing safety & security programs Confusion around: Policies & Processes across the Group. Addressing stakeholder complexity and understanding major pitfalls in the Merger from stakeholder perspective are crucial to the successful management of union 1. Stakeholders Management Engagement 2. Harmonisation Internal audit of policies & procedures to evaluate their effectiveness 3. Maintain updated At Risk Register Establish actions for early identification of material and technological changes 3 A collaborative approach
- 5. NEW BEGINNING Organisational Change • New Brand and Position • Enhanced Facilities • Improved, expanded roles & responsibilities • Conflicting Goals and Priorities • Communication • Relationships CAPITALISING ON THE MERGER OVERCOMING BARRIERS TO CROSS FUNCTION COLLABORATIONS Challenge 2 5 BUILDING & MAINTAINING MOMENTUM ACROSS THE GROUP • Post Merger
- 6. PROMOTE ORGANISATIONAL DEVELOPMENT PROGRAMME 2 STRATEGY PLAN 1 LEAD THE PERFORMANCE MANAGEMENT 3 Development of Capability Ensures it delivers the requirements of a fair and objective measurement of employee performance 6 THE PROPOSED SOLUTIONS Challenge 2 PROMOTE ACTIVITIES Develop a support infrastructure that enables efficient business processes and an outstanding student experience Engaged and develop leadership
- 7. Strategic Delivery Commitment on Track STRATEGY PLANS & Delivery Challenge 3 . 7
- 8. STRATEGIES INFORM EVERYTHING ELSE Strategic relationship with our Framework and Strategic Partners IDENTIFY KEY PRIORITIES INTEGRATION VS ALIGNMENT How will we know we are successful? EFFICIENT AND EFFECTIVE ORGANISATION Getting Up to Speed Getting to Know what's important Challenge 3 . STRATEGIES PLANS & DELIVERY Balancing organisational integration activities with the Colleges Group goals alignment 8
- 9. THE PROPOSED SOLUTIONS 01 Evaluation or audits of specific investments and processes, based on strategic need or risk. IDENTIFY KEY PRORITIES 02 03Start by evolving the strategies first, and then operations and organisation. Addressing the Red Flags and the obstacle Key Success Factors: - Aligning all aspects of performance management with things people can understand and personally control. i.e. Clear KPI, Communication Strategy 9 INTEGRATION VS ALIGNMENT EFFICIENT AND EFFECTIVE ORGANISATION Challenge 3
- 10. Recap Most Complex challenges 1 2 Strategic Plans & Delivery Strategic Delivery Commitment on Track 3 Identifying any flaws in the Merger Integration New Beginning Rebranding and Positioning – Meeting Stakeholders Expectation - Shaping the Systems 10
Editor's Notes
- During this process you would of looked how your redesign strategies focused on changing mindsets and on how the new College Group model would work, not just how it would look, and they report implementation procedures including a clear communications plan and efforts to ensure that support systems reflect the changes. But a common mistake is to focus on what the organization looks like (its reporting structure, for instance) and forget about how it works (management and business processes and systems; the numbers, capabilities, mindsets, and behaviors of its people). In our experience, the latter is usually more important. Pitfalls are a lack of cultural understanding between the integrating parties, poor integration leadership, and a focus on the wrong activity set or the wrong targets. Address Mind behaviour's and mind-sets Confusion around these processes and the allocation of activities post-merger is a frequent problem
- Must have facilities teams that stay abreast of new developments and understand how to apply advanced tools to operations in the most effective manner with limited financial resources. Implementing safety & security programs Unfortunately, safety and security have become some of the most critical issues of our time. Facilities management departments play the lead role in these measures, and components of these programs span space planning and access control to emergency preparedness. Independent schools must address these plans efficiently and comprehensively for the safety of everyone within their communities.
- Deepen existing partnerships and search for further partnership opportunities with vendors, educational opportunities, professional organisations and universities Communication Policies using common language across the Colleges – Business Management methodologies like TQM or CRM Conflicting Goals and Priorities Clear understanding of how teams work on collective projects will be recognized, and be certain that such efforts won’t hinder their achievement of departmental objectives
- Development of Capability for Transformation --- Strategically Align Leadership skills at all levels Engagement and Communication = Staff engagement/Recon&Rewards/Staff welling/H&S Develop Leadership = Working Relationships/Change Initiatives Bring the Group shared vision to life
- Driving effective identification, analysis and mitigation of risks, concerns and consequences of policy changes in order that all partnerships and stakeholders are fully informed on critical policy questions Link their workforce data with their performance data to build management information that demonstrates the causal linkages between workforce change programmes and business results which provides the most compelling case of all of the true value- Work with the CFO
- 01 Mutual contribution to, and understanding of one another’s strategies and plans, based on a strong culture of information-sharing; • faster implementation of activities which address our strategic plan goals; • strengthening of our capability in the knowledge management of the broader EPS landscape. To achieve organizational integration, it must align its company strategy, culture, staff skills, technology, structure and management style with its goal of producing lumber in an ecologically sustainable manner. Alignment involves making sure each department and employee understands the strategic ... policy outcomes for the most affected stakeholders