Guests discuss how coaching can assist managers and corporate executives guide their companies through mergers and acquisitions.
Topics discussed include how coaching can be used to help leaders create strong and effective work teams, bridge cultural differences, communicate with confidence, and ensure the retention of key employees.
Guests
* Emily Crawford, Kabachnick Group
* Tim Dorman, Korn Ferry International
Summary
Research shows in 2006, mergers and acquisitions totaled $310.7 billion dollars in the United States alone, examples including Google and YouTube, AT&T and BellSouth, and Alcatel and Lucent. But what role does professional coaching play as two organizations come together?
According to the Harvard Business Review there can be a variety of challenges during a merger, ranging from determining how to bring two radically different groups together to risks associated with not involving key influences, stakeholders, and top talent in the process.
Professional coaching experts discuss how coaching can help address these issues and more.
This white paper discusses modern business practices that focus too heavily on short-term goals at the expense of long-term sustainability. It argues that excessive ambition, high staff turnover, and short-term thinking undermine cohesion and skill development within companies. The paper proposes that businesses should define a "core purpose" to guide long-term decision-making and ensure it aligns with developing human capital rather than only short-term metrics like quarterly earnings. Employees should be measured based on their support of the core purpose rather than just short-term deliverables. This could help businesses sustain capabilities over decades rather than seeing skills erode.
Introducing the BetaCodex Network (BetaCodex 03)Niels Pflaeging
The document introduces the BetaCodex Network, which is dedicated to promoting the Beyond Budgeting model (now called the BetaCodex) and helping organizations transform their management models. The Network sees its identity as providing answers for organizations in the knowledge economy. Its vision is for the BetaCodex to become the standard organizational model, and its mission is to help organizations transition from command-and-control models to the BetaCodex model to achieve competitive success. The Network aims to fill the "second bottle" of understanding how to implement transformations in practice after the first bottle of understanding the BetaCodex model was filled through research. It plans to be more open, collaborative, and inclusive than previous efforts to accelerate learning and application of the
The document discusses succession planning for the general counsel position. It recommends that companies:
1) Determine if there are qualified internal candidates and prepare them for the role, such as by giving them experience interacting with the board and contributing to growth plans.
2) Develop criteria for the general counsel position, identify internal and/or external candidates, select a successor, and groom them to take over.
3) Begin succession planning when the current general counsel is within two years of retirement, but it's never too soon to start by regularly assessing needs and criteria.
Shifting consumer trends and pressure to operate more efficiently mean operational structures must be scrutinized and changes identified, though enacting changes effectively is challenging. Successful changes require buy-in from company culture, which is difficult to change without crisis or over generations. Proper changes also take 6 months to change behaviors. The tone explaining new directions must be carefully judged and address relevance for employees. Creating a narrative around changes rooted in company heritage and values can help engage employees in understanding and driving changes. Maintaining momentum and accountability for delivering changes is important to achieve desired results with integrity.
The document discusses an upcoming Enterprise 2.0 Summit taking place from October 26-28, 2010 in Frankfurt, Germany. The summit will focus on setting the path towards an open and agile enterprise using Enterprise 2.0 techniques. Key topics to be discussed include managing adoption of new collaborative ways of working, driving value from collaboration, and addressing challenges in incorporating these new approaches. The summit aims to discuss how organizations can transition to an Enterprise 2.0-driven model through keynotes and sessions on challenges, practices, and innovation.
This document is an issue of the PricewaterhouseCoopers publication "View" from winter 2008. It contains articles on topics related to business such as achieving business agility, maximizing talent, health care reform, and an interview with futurist Andrew Zolli. The editorial introduces the new format and approach of View to keep up with changes in business. It also emphasizes the publication's focus on issues that concern business executives as they navigate forces of change.
The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level.
This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver!
This document discusses deploying global HR management systems. It covers benefits like improved decision making, connectivity and access to real-time information. However, organizations must have a strategic approach and address issues like winning support from employees. A key challenge is balancing global, standardized processes with local variations to account for cultural differences. The document provides advice on implementation stages and case studies of organizations that have benefited from a unified HR technology approach.
This white paper discusses modern business practices that focus too heavily on short-term goals at the expense of long-term sustainability. It argues that excessive ambition, high staff turnover, and short-term thinking undermine cohesion and skill development within companies. The paper proposes that businesses should define a "core purpose" to guide long-term decision-making and ensure it aligns with developing human capital rather than only short-term metrics like quarterly earnings. Employees should be measured based on their support of the core purpose rather than just short-term deliverables. This could help businesses sustain capabilities over decades rather than seeing skills erode.
Introducing the BetaCodex Network (BetaCodex 03)Niels Pflaeging
The document introduces the BetaCodex Network, which is dedicated to promoting the Beyond Budgeting model (now called the BetaCodex) and helping organizations transform their management models. The Network sees its identity as providing answers for organizations in the knowledge economy. Its vision is for the BetaCodex to become the standard organizational model, and its mission is to help organizations transition from command-and-control models to the BetaCodex model to achieve competitive success. The Network aims to fill the "second bottle" of understanding how to implement transformations in practice after the first bottle of understanding the BetaCodex model was filled through research. It plans to be more open, collaborative, and inclusive than previous efforts to accelerate learning and application of the
The document discusses succession planning for the general counsel position. It recommends that companies:
1) Determine if there are qualified internal candidates and prepare them for the role, such as by giving them experience interacting with the board and contributing to growth plans.
2) Develop criteria for the general counsel position, identify internal and/or external candidates, select a successor, and groom them to take over.
3) Begin succession planning when the current general counsel is within two years of retirement, but it's never too soon to start by regularly assessing needs and criteria.
Shifting consumer trends and pressure to operate more efficiently mean operational structures must be scrutinized and changes identified, though enacting changes effectively is challenging. Successful changes require buy-in from company culture, which is difficult to change without crisis or over generations. Proper changes also take 6 months to change behaviors. The tone explaining new directions must be carefully judged and address relevance for employees. Creating a narrative around changes rooted in company heritage and values can help engage employees in understanding and driving changes. Maintaining momentum and accountability for delivering changes is important to achieve desired results with integrity.
The document discusses an upcoming Enterprise 2.0 Summit taking place from October 26-28, 2010 in Frankfurt, Germany. The summit will focus on setting the path towards an open and agile enterprise using Enterprise 2.0 techniques. Key topics to be discussed include managing adoption of new collaborative ways of working, driving value from collaboration, and addressing challenges in incorporating these new approaches. The summit aims to discuss how organizations can transition to an Enterprise 2.0-driven model through keynotes and sessions on challenges, practices, and innovation.
This document is an issue of the PricewaterhouseCoopers publication "View" from winter 2008. It contains articles on topics related to business such as achieving business agility, maximizing talent, health care reform, and an interview with futurist Andrew Zolli. The editorial introduces the new format and approach of View to keep up with changes in business. It also emphasizes the publication's focus on issues that concern business executives as they navigate forces of change.
The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level.
This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver!
This document discusses deploying global HR management systems. It covers benefits like improved decision making, connectivity and access to real-time information. However, organizations must have a strategic approach and address issues like winning support from employees. A key challenge is balancing global, standardized processes with local variations to account for cultural differences. The document provides advice on implementation stages and case studies of organizations that have benefited from a unified HR technology approach.
Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organisation to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success.
The document discusses how organizational cultural labels can obscure the true nature and complexity of an organization's culture. It suggests looking behind these labels to see the richness within by examining factors like values, assumptions, artifacts, and patterns of behavior. Better understanding an organization's culture can help managers improve workforce planning, implement change processes, and develop effective responses to economic downturns.
Part IV.Today a lot of thinkers are talking, that Organizational structure is not flexible,he is more oriented to Boss, then to Client. The Guru\'s are saying, that most important is to build Vision, from vision you will get Mental model, from mental model - Organisational structure and, finally, Behavioural model.
To create Vision is not for everyone, BUT EACH MANAGER CAN OPEN EYES;. Let's look which Archetype in Western management culture is creating main Mental model, which allow to build only one type of Organisational structure and from here Employees Behaviour? The part 1 is asking question is an organisation is spherical or pyramidical?
This document discusses techniques for organizational transformation based on the authors' experience with management model transformation projects. It outlines underlying assumptions of their approach, including treating organizations as systems and focusing on human nature. The document then details specific techniques used in projects, such as knowledge turn tables, storytelling tools like "Our Iceberg is Melting", and social networking platforms. It emphasizes empowering organizational members to lead the transformation themselves.
"As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure and optimize therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?”
Heidrick & Struggles Industrial Insights Manufacturing 2011Rung Jaismut
Manufacturing leaders face immense challenges in managing increasingly complex global operations. They must oversee fragmented value chains and shorter product lifecycles while dealing with fierce competition. Finding the right people to fill senior leadership roles is also challenging, as the jobs require a wide range of technical, cultural, financial, and strategic skills. Executives must learn to manage converging industries and win over customers, shareholders, and employees across continents with the same skill as coping with business complexity. Competitors from emerging markets are also challenging some established manufacturers on their home turf.
As the global financial crisis, recent natural disasters and political uprisings have shown us, our global supply chains and ability to deliver are increasingly vulnerable to factors entirely outside our control. Add to that the possibly disruptive new technology such as 3D manufacturing printing, hard-hitting new competitors from emerging markets and falling customer loyalty, and it is easy to wonder if manufacturing CEOs sleep well at night.
Vineet Nayar has invented a new way of managing an enterprise according to rumors, and Tom Peters believes there is truth to this claim. Mr. Nayar could be the next Peter Drucker in revolutionizing management practices. The document praises Vineet Nayar's "Employees First" philosophy which turns conventional management practices upside down by prioritizing employees over customers.
Whitepaper - Building a collaboration beehiveCollabor Inc.
This document provides guidance on how large companies can improve collaboration to drive innovation. It recommends establishing clear goals, breaking down organizational silos, using collaboration software, engaging employees, and analyzing collaboration data. The key idea is to create a "collaboration beehive" where employees communicate effectively like bees in a hive to accomplish goals in a focused, non-duplicative way and drive innovation.
A Tale of Knowledge Creation and Knowledge DestructionJose Claudio Terra
Apresenta um estudo de caso sobre um time de desenvolvimento de produto em uma grande empresa brasileira que aborda a criação do conhecimento, seu compartilhamento e a destruição desse conhecimento, a fim de mostrar a importância da motivação em GC.
www.terraforum.com.br
Capgemini Consulting analyzed social media use in large Swiss corporations. They found that while most companies have a presence on platforms like Facebook, the intensity of utilization is relatively low. They also observed that companies are most successful at customer interaction and brand engagement when they have a broad, professional social media presence. Finally, the document concludes that companies need a holistic social media strategy and governance approach to fully realize its benefits across the entire organization.
This article discusses how organizations can develop a collective ambition to thrive during uncertain times. It outlines seven elements that comprise a collective ambition: purpose, vision, targets/milestones, strategic priorities, brand promise, core values, and leader behaviors. Companies with a well-defined collective ambition collaborate to provide "glue" through engagement and "grease" through disciplined execution. The article examines how Standard Chartered Bank strengthened its collective ambition during the recession by recommitting to its founding principles, building engagement. It also looks at how Four Seasons used its ambition to enable transformational change. Developing a collective ambition requires involvement from HR in shaping the story and building capabilities to achieve the future vision.
The document is the program for the 2007 SHSMD Annual Conference and Exhibits held in Washington D.C. from October 3-6, 2007. It features sessions on healthcare topics, networking events, and opportunities to connect with peers. Joe Flowers, founder of Imagine What If Inc., is scheduled to give the general session presentation on Thursday, October 4th about integrating physicians and healthcare organizations. The conference aims to provide healthcare executives opportunities to learn, network, and discuss strategic issues in the industry.
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Niels Pflaeging
The document describes a case study of redesigning the organizational structure of a technology firm in Germany from a traditional, top-down structure to a decentralized, networked cell structure guided by BetaCodex principles. In workshops, employees redesigned the structure, breaking it into market-facing regional cells, product-focused cells, and two support cells providing information and organizational services. The new design aimed to empower business teams, integrate previously separated functions, and make the market the primary driver of the organization rather than internal departments. It created a simple, scalable structure intended to improve coordination, responsiveness to customers, and financial performance.
The document redefines the principles of lean thinking from the original 5 principles outlined in Lean Thinking to a new framework of 8 principles called the 8Ps of the Lean Business System. The original 5 principles are criticized for being too narrow in focus, short term, and not addressing sustainability. The 8Ps framework is presented as a more holistic approach that addresses people, purpose, prevention, planet and other factors to create a more sustainable continuous improvement culture throughout the organization and supply chain.
Analytical skills training course – make valid decisions with maximum confidenceSkilldom
The document discusses an analytical skills training course that aims to help individuals and business professionals improve their analytical thinking and decision-making abilities. It describes analytical skills as the ability to break down problems into smaller parts and apply cause-and-effect analysis to find logical solutions. The course teaches four levels of analytical thinking and helps participants set objectives, explore new problem-solving approaches, and make more confident decisions through interactive learning and real-world case studies.
Analytical Skills Tools and Attitudes 2013 Survey lavastorm analyticsjjoseph100
Survey of 425 analytic professionals- those that are making big data and analytics work within organizations - to see if they have the skills needed to push analytics further and/or to identify the skills most needed and how people are developing them.
The document provides an overview of a company's change management initiative called GASCO 21. It discusses assessing the need for change, developing a vision and plan, overcoming resistance, and engaging employees. Key elements included establishing foundations like transparency and teamwork, conducting surveys, training programs, and appointing change agents to help drive change across the organization. Lessons learned were that the scope of change was underestimated and management support is critical for successful change.
What Are Your Employees Thinking? Presentation Offers Tools for Managing Or...PYA, P.C.
This document discusses change management and how understanding employee attachments can help ensure successful organizational change. It presents tools to define employee attachments, including qualitative interviews and a Change Diagnostic Index survey. Case studies show how the index was used to measure attachment risk for an EMR integration and ICD-10 transition. The index results identified needs for communication, training, and end user involvement by department and tenure. An effective change management approach involves assessing impact and effectiveness, sponsoring change, and providing support through the identified transitional objects. Understanding attachment behavior is key to integrating the human aspect of change.
This document discusses aligning employees with organizational change through effective internal communications. It emphasizes communicating an organization's purpose and strategy to both inform employees' mindsets and engage them by helping them understand their roles. This ensures consistent delivery of the strategy and strengthens employee engagement. The document also discusses assessing different employee subcultures, balancing top-down and bottom-up communication, considering both mindset and skillset when facilitating change, using a variety of communication tools to both inform and inspire employees, and involving employees in the change process to gain their support.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organisation to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success.
The document discusses how organizational cultural labels can obscure the true nature and complexity of an organization's culture. It suggests looking behind these labels to see the richness within by examining factors like values, assumptions, artifacts, and patterns of behavior. Better understanding an organization's culture can help managers improve workforce planning, implement change processes, and develop effective responses to economic downturns.
Part IV.Today a lot of thinkers are talking, that Organizational structure is not flexible,he is more oriented to Boss, then to Client. The Guru\'s are saying, that most important is to build Vision, from vision you will get Mental model, from mental model - Organisational structure and, finally, Behavioural model.
To create Vision is not for everyone, BUT EACH MANAGER CAN OPEN EYES;. Let's look which Archetype in Western management culture is creating main Mental model, which allow to build only one type of Organisational structure and from here Employees Behaviour? The part 1 is asking question is an organisation is spherical or pyramidical?
This document discusses techniques for organizational transformation based on the authors' experience with management model transformation projects. It outlines underlying assumptions of their approach, including treating organizations as systems and focusing on human nature. The document then details specific techniques used in projects, such as knowledge turn tables, storytelling tools like "Our Iceberg is Melting", and social networking platforms. It emphasizes empowering organizational members to lead the transformation themselves.
"As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure and optimize therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?”
Heidrick & Struggles Industrial Insights Manufacturing 2011Rung Jaismut
Manufacturing leaders face immense challenges in managing increasingly complex global operations. They must oversee fragmented value chains and shorter product lifecycles while dealing with fierce competition. Finding the right people to fill senior leadership roles is also challenging, as the jobs require a wide range of technical, cultural, financial, and strategic skills. Executives must learn to manage converging industries and win over customers, shareholders, and employees across continents with the same skill as coping with business complexity. Competitors from emerging markets are also challenging some established manufacturers on their home turf.
As the global financial crisis, recent natural disasters and political uprisings have shown us, our global supply chains and ability to deliver are increasingly vulnerable to factors entirely outside our control. Add to that the possibly disruptive new technology such as 3D manufacturing printing, hard-hitting new competitors from emerging markets and falling customer loyalty, and it is easy to wonder if manufacturing CEOs sleep well at night.
Vineet Nayar has invented a new way of managing an enterprise according to rumors, and Tom Peters believes there is truth to this claim. Mr. Nayar could be the next Peter Drucker in revolutionizing management practices. The document praises Vineet Nayar's "Employees First" philosophy which turns conventional management practices upside down by prioritizing employees over customers.
Whitepaper - Building a collaboration beehiveCollabor Inc.
This document provides guidance on how large companies can improve collaboration to drive innovation. It recommends establishing clear goals, breaking down organizational silos, using collaboration software, engaging employees, and analyzing collaboration data. The key idea is to create a "collaboration beehive" where employees communicate effectively like bees in a hive to accomplish goals in a focused, non-duplicative way and drive innovation.
A Tale of Knowledge Creation and Knowledge DestructionJose Claudio Terra
Apresenta um estudo de caso sobre um time de desenvolvimento de produto em uma grande empresa brasileira que aborda a criação do conhecimento, seu compartilhamento e a destruição desse conhecimento, a fim de mostrar a importância da motivação em GC.
www.terraforum.com.br
Capgemini Consulting analyzed social media use in large Swiss corporations. They found that while most companies have a presence on platforms like Facebook, the intensity of utilization is relatively low. They also observed that companies are most successful at customer interaction and brand engagement when they have a broad, professional social media presence. Finally, the document concludes that companies need a holistic social media strategy and governance approach to fully realize its benefits across the entire organization.
This article discusses how organizations can develop a collective ambition to thrive during uncertain times. It outlines seven elements that comprise a collective ambition: purpose, vision, targets/milestones, strategic priorities, brand promise, core values, and leader behaviors. Companies with a well-defined collective ambition collaborate to provide "glue" through engagement and "grease" through disciplined execution. The article examines how Standard Chartered Bank strengthened its collective ambition during the recession by recommitting to its founding principles, building engagement. It also looks at how Four Seasons used its ambition to enable transformational change. Developing a collective ambition requires involvement from HR in shaping the story and building capabilities to achieve the future vision.
The document is the program for the 2007 SHSMD Annual Conference and Exhibits held in Washington D.C. from October 3-6, 2007. It features sessions on healthcare topics, networking events, and opportunities to connect with peers. Joe Flowers, founder of Imagine What If Inc., is scheduled to give the general session presentation on Thursday, October 4th about integrating physicians and healthcare organizations. The conference aims to provide healthcare executives opportunities to learn, network, and discuss strategic issues in the industry.
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Niels Pflaeging
The document describes a case study of redesigning the organizational structure of a technology firm in Germany from a traditional, top-down structure to a decentralized, networked cell structure guided by BetaCodex principles. In workshops, employees redesigned the structure, breaking it into market-facing regional cells, product-focused cells, and two support cells providing information and organizational services. The new design aimed to empower business teams, integrate previously separated functions, and make the market the primary driver of the organization rather than internal departments. It created a simple, scalable structure intended to improve coordination, responsiveness to customers, and financial performance.
The document redefines the principles of lean thinking from the original 5 principles outlined in Lean Thinking to a new framework of 8 principles called the 8Ps of the Lean Business System. The original 5 principles are criticized for being too narrow in focus, short term, and not addressing sustainability. The 8Ps framework is presented as a more holistic approach that addresses people, purpose, prevention, planet and other factors to create a more sustainable continuous improvement culture throughout the organization and supply chain.
Analytical skills training course – make valid decisions with maximum confidenceSkilldom
The document discusses an analytical skills training course that aims to help individuals and business professionals improve their analytical thinking and decision-making abilities. It describes analytical skills as the ability to break down problems into smaller parts and apply cause-and-effect analysis to find logical solutions. The course teaches four levels of analytical thinking and helps participants set objectives, explore new problem-solving approaches, and make more confident decisions through interactive learning and real-world case studies.
Analytical Skills Tools and Attitudes 2013 Survey lavastorm analyticsjjoseph100
Survey of 425 analytic professionals- those that are making big data and analytics work within organizations - to see if they have the skills needed to push analytics further and/or to identify the skills most needed and how people are developing them.
The document provides an overview of a company's change management initiative called GASCO 21. It discusses assessing the need for change, developing a vision and plan, overcoming resistance, and engaging employees. Key elements included establishing foundations like transparency and teamwork, conducting surveys, training programs, and appointing change agents to help drive change across the organization. Lessons learned were that the scope of change was underestimated and management support is critical for successful change.
What Are Your Employees Thinking? Presentation Offers Tools for Managing Or...PYA, P.C.
This document discusses change management and how understanding employee attachments can help ensure successful organizational change. It presents tools to define employee attachments, including qualitative interviews and a Change Diagnostic Index survey. Case studies show how the index was used to measure attachment risk for an EMR integration and ICD-10 transition. The index results identified needs for communication, training, and end user involvement by department and tenure. An effective change management approach involves assessing impact and effectiveness, sponsoring change, and providing support through the identified transitional objects. Understanding attachment behavior is key to integrating the human aspect of change.
This document discusses aligning employees with organizational change through effective internal communications. It emphasizes communicating an organization's purpose and strategy to both inform employees' mindsets and engage them by helping them understand their roles. This ensures consistent delivery of the strategy and strengthens employee engagement. The document also discusses assessing different employee subcultures, balancing top-down and bottom-up communication, considering both mindset and skillset when facilitating change, using a variety of communication tools to both inform and inspire employees, and involving employees in the change process to gain their support.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
The document discusses mergers and acquisitions, providing definitions and examples. It describes the typical stages in an M&A deal including preliminary assessment, proposal, exit planning, and integration. Key factors driving M&A activity in India are also summarized such as increasing competition and globalization.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
This document provides an overview of mergers and acquisitions (M&A) and common HR challenges. It discusses the basic concepts of M&A, including definitions of mergers and acquisitions. It also outlines reasons for M&A such as gaining synergies through reduced costs and expanded market access. Additionally, it describes the overall M&A process in five phases from pre-acquisition review to post-acquisition integration. HR challenges can arise during M&A from changes in company culture, leadership, and redundancy of roles which must be carefully managed.
The document provides a summary of common "half-truths" regarding mergers and acquisitions best practices. It discusses 10 commonly held beliefs and provides a more complete "whole truth" for each one. The document cautions against overconfidence in M&A best practices, noting significant variations and a lack of definitive outcomes. It emphasizes humility is needed when managing M&As, as maxims can be misconstrued if not fully understood in context.
The document discusses successful post-merger integration and realizing synergies between merged companies. It notes that while cost-cutting is often a focus, truly achieving synergies requires engaging employees from both companies. It recommends conducting cultural due diligence during mergers and involving employees from both companies in integration project teams. If done properly through clear vision, communication, and focus on cultural and human aspects, mergers can provide opportunities for growth and innovation rather than just reductions.
This chapter from the book, Your First 100 Days, Powerful First Steps on the Path to Greatness, will show you how to secure early wins that build credibility and momentum.
The document discusses new approaches to organizational change called "Pragmatic Pathways." It proposes three pathways: 1) Metrics that Matter focuses on deploying disruptive tools to trigger adoption and performance improvement. 2) Scaling Edges transforms the core business by focusing on low-investment, high-growth opportunities using different practices. 3) Shaping Strategies restructures markets using platforms to bring together large ecosystems with incentives and a vision of the future. The pathways aim to circumvent resistance, leverage ecosystems, use disruptive tools, and have immediate impact, while achieving long-term transformation.
The document discusses how most transformation programs in consumer goods and retail fail due to common pitfalls like lack of employee engagement and accountability. It argues that successful transformations require not just determining initiatives ("what to do") but establishing a "performance infrastructure" to ensure execution and sustainability ("how to do it"). This infrastructure includes appointing a chief transformation officer to lead a transformation office that governs progress, implementing regular meetings to track progress, and using common tools to measure results. The article provides an example of a consumer products company that was able to significantly improve its financial performance through establishing such a performance infrastructure to oversee its transformation efforts.
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
Impact Of M&A On Employees & Working ConditionsShiva Shankara
Mergers and acquisitions can have significant impacts on employees and working conditions. When two companies merge, there is often a clash of cultures that pulls employees in different directions and endangers the objectives of the merger. Individual employees and groups within the companies may experience ego clashes or a loss of control. Personnel issues like compensation and job roles can also be affected when organizational structures differ between companies. The merger process itself typically takes 6-9 months and involves reorganization that disturbs the work culture. Employees experience stress, uncertainty and fears about potential job losses or changes to their roles. Integrating the human resources of the merging companies is key to the success of the merger but can be challenging.
This document summarizes and discusses mergers and acquisitions. It begins by defining mergers and acquisitions as strategic management tools used to improve organizational performance through friendly or hostile takeovers. It then discusses in detail the AOL-Time Warner merger as an example of a friendly takeover. Key points included the contributions and strategy of the merger, as well as its aftermath which was ultimately considered unsuccessful. The document also summarizes hostile takeovers and various defense strategies used by target companies.
The document provides an overview of Bluesky Connect, a publication from Bluesky HR Solutions.
The first section discusses the need for moderate, periodic attrition of strategic and leadership levels to encourage organizational change and renewal. The next section emphasizes the importance of dashboard management for SMEs to make timely, accurate decisions. It states key personnel and executive attrition are more important metrics than general attrition.
The last section announces new additions to the Bluesky team, client updates, an upcoming management development program, and solicits interest in outsourcing HR functions.
The record of mergers and acquisitions have not been impressive all over the world. Most of these deals fail or are unable to achieve its projected growth and targets. The most common reason responsible for the failure of M&A deals are the cultural differences in the organisations. This paper discusses the reasons why most M&A deals fail with help of 2 examples.
This document discusses lessons from CEOs on making mergers and acquisitions successful. It notes that while M&As often failed in the 1970s, they have now become important strategies for growth. However, cultural differences can cause M&As to fall apart. When integrating acquired companies, priorities include addressing employee uncertainty, having open communication, and representing all shareholders rather than just the original company. Overall, the document emphasizes that every organization approaches restructuring differently based on their strategic goals and industry.
The document discusses mergers and acquisitions. It provides an overview of the topic, including definitions of key terms like mergers, acquisitions, takeovers, and de-mergers. It also discusses some of the main reasons why companies pursue mergers and acquisitions, such as procuring supplies, revamping operations, expanding into new markets, and increasing efficiency. Additionally, it outlines important factors for success like assessing target quality thoroughly and having strong local networks and flexibility.
The document discusses a merger between Cineworld Group and City Screen Limited. The
competition commission investigated whether the merger would reduce competition. A merger
combines two separate companies into a single new company. Mergers are common when companies
want to increase market share, expand reach, or access new markets. The report examines the
Cineworld/City Screen merger to determine if it posed relevant competition issues.
Term Report on Human Resource Aspect of Mergers & Acquisition - Karim ViraniKarim Virani
The document reports on the human resource aspects of mergers and acquisitions. It proposes a three-stage model for mergers and acquisitions that identifies key human resource issues and activities at each stage. The stages are pre-combination, combination/integration of the companies, and solidification of the new entity. Key human resource issues include retaining talent, communication, integrating cultures, and managing duplicate roles. Addressing these issues is important for the success of mergers and acquisitions.
This document summarizes a journal article about addressing human resource issues in mergers and acquisitions. It begins by noting that while M&As are increasingly used for growth, most fail to achieve their goals due to neglected HR issues. It then presents a three-stage model for systematically addressing HR throughout the M&A process. Key points include identifying HR issues in pre-acquisition, post-acquisition integration, and post-integration stages. Attention to cultural differences, talent retention, and clear communication are highlighted as especially important for M&A success. The role of HR professionals in guiding a people-focused approach is also discussed.
The document discusses the 5 dimensions of vision based on President Kennedy's vision to put a man on the moon. The 5 dimensions are: 1) having a clear purpose or "what for", 2) establishing a shared commitment or "compact", 3) clearly defining the company or "venture", 4) outlining the plan or "program", and 5) setting a clear goal or outcome. Following these 5 dimensions can help companies unleash energy and commitment to achieve ambitious goals, just as Kennedy did in achieving the moon landing.
project harmonization after mergers and acquisitionsMatt Green
This document outlines four key steps for aligning project portfolios after a merger or acquisition (M&A): 1) Align on the overall strategy, 2) Identify opportunities for synergies and resource sharing, 3) Develop an aligned new product development (NPD) process and common language, and 4) Create visibility and control across the combined pipeline. The document uses examples from the medical device industry to illustrate how to identify commonalities between seemingly different processes to facilitate portfolio alignment after M&A.
Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
Mc kinsey the eight essentials of innovationChien Do Van
The document discusses eight essential attributes that are present in companies that are high performers in innovation. It summarizes each of the eight essentials: Aspire, Choose, Discover, Evolve, Accelerate, Scale, Extend, and Mobilize. Aspire involves setting an innovation vision and targets. Choose focuses on prioritizing innovation opportunities and managing risk through a portfolio approach. Discover is about generating insights through customer learning and external networks.
Similar to Managing Through Mergers And Acquisitions Transcript (20)
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
Coaching New Managers For Success TranscriptTom Floyd
Many companies still take the sink-or-swim approach to training new managers. After a day or two of HR-mandated training, you’re on your own.
But today, no company can afford not to properly prepare its mid-level managers for their new roles.
Professional coaching is one of the most effective tools in helping new managers make the transformation from individual contributor to management.
This program discusses where and how coaching fits into management training and how it can increase the overall effectiveness of your management team.
Guests
* Dr. Michael J. O'Connor, Author, Managing by Values and The Platinum Rule
* Patrick Reilly, Principal, Resources in Action Inc.
* Michele Wolpe, Executive Coach
* Celia Young, President, Celia Young & Associates Inc.
Summary
Research shows that individuals new to management can have a variety of myths about how to be successful in a management role.
From not being able to see linkages and interdependencies across the organization to learning how to get commitment instead of compliance from employees, our experts discuss how these perceptions can affect how new managers perform in their first 3 to 6 months.
Guests explain how coaches can guide new managers in their process of self realization, as they adjust to their new roles.
This document summarizes a discussion between Tom Floyd, Marshall Goldsmith, and Pam Brill about coaching skills for leaders. They discuss that for a leader to be successful, they must be open to listening, learning, and identifying areas for self-improvement. However, a leader's perception of themselves may differ from how others perceive them. Conducting 360-degree feedback interviews is important for understanding how a leader is viewed by different audiences. Both guests require 360 assessments with current feedback when coaching leaders, as the impetus for change must come from within the individual.
Coaching Successes In Corporate America Part 2 TranscriptTom Floyd
The document summarizes a discussion between Tom Floyd and three guests - Guenet Beshah, Allan Polak, and Steve Dwyer - about introducing coaching programs within large corporations.
Guenet Beshah discusses her role leading the executive coaching program at Capital One, noting that coaching has been part of the company's development approach since the late 1990s. She outlines how Capital One uses coaching to support leader transitions, enhance competencies, and expand leadership abilities.
Allan Polak describes his background in consulting and internal roles, and how his company ALP Consulting works with organizations like Pfizer and United Technologies to establish coaching programs. He notes programs are most effective for leaders in transition or new to roles/companies
Cultivating Executive Skills And Presence TranscriptTom Floyd
Coaching can be critical in helping executives and managers develop the business skills and communication styles – both verbal and non-verbal – required of successful senior executives.
Guests discuss how professional coaching can be highly effective as part of an overall succession strategy with an organization and can address the very real leadership gap ahead for many companies.
Guests
* Robert Dickman, FirstVoice
* Karen Radtke, Beacon Street Coaching
* John Boisvert, President and CEO, Greenwood Consulting
* Ginny O'Brien, Executive and Corporate Coach, The Columbia Consultancy
Summary
According to many experts, there isn’t a formula for exactly what it takes to be a good leader. A variety of studies have been unable to identify any universal characteristics, skills, or traits that are seen consistently across those in leadership positions.
The coaches on the show discuss strategies that focus less on the textbook skills most programs identify as keys to success, and more on the importance of knowing yourself – and developing a style that works for you.
Generation X Moving Into Management TranscriptTom Floyd
How can companies harness the independence of this diverse generation to fill increasing leadership gaps within their organizations?
Experts discuss the impact of professional coaching on developing the management, planning, and business skills of these future leaders.
Guests
* Amy Hirsh Robinson, Founder and Principal, The Interchange Group
* Cheryl Palmer, M.Ed, Founder, Call to Career
* Misti Burmeister, Founder/CEO, Inspirion Inc.
Summary
This show examines a dynamic and increasingly influential generation in today’s workforce: Generation X.
Typically characterized by their independence, resilience, and direct communication style, many Gen Xers bring a collaborative, open approach to the workplace that weighs the need to “get the job done” with overall work life balance.
But how do these characteristics play out in the workplace?
And why do many Gen Xers feel trapped beneath a “Gray Ceiling” that prevents them from moving up?
Our guests answer these questions as well as provide expert commentary on the role coaching can play in developing Gen Xers as managers while bridging intergenerational gaps between members of this independent generation and their Baby Boomer and Millenial colleagues.
Millenials Newcomers To The Workplace TranscriptTom Floyd
Technologically savvy, eager – and almost as large as the Baby Boomer population - Millenials are graduating from universities and entering the workforce in mass numbers.
However, most are also unfamiliar with the requirements and expectations of corporate life.
This program discusses how professional coaching can assist these workers in their transition to the workplace and effectively harness their ambitions and skills.
Guests
* Annika Hylmo, Coach and Consultant, The Interchange Group
* Bea Fields, President, Five Star Leader Coaching and Training
* Misti Burmeister, Founder/CEO, Inspirion Inc.
* Shweta Khare, Founder and President, Career Bright Career Coaching Services
Summary
Generation Y members seek both purpose and meaning in the work they do. Parents of Millenial children taught them to aim high and that anything was possible. The result has been a highly educated, ambitious, and competitive emerging generation in today’s workforce.
However, Millenials have been micromanaged since childhood and often struggle establishing themselves in meaningful or lasting careers.
Our guests discuss how coaching can help Millenials align their ambition with their potential.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Disasters like 9/11, Hurricane Katrina and the Minneapolis bridge collapse in August, force first responders, investigators, law enforcement, community and corporate leaders to work together in ways they never would day-to-day.
Effective leadership is the hallmark of a successful response to a crisis. But it also requires exceptional levels of organization, communication, cooperation and commitment by everyone involved.
How can coaching help companies, community groups and public agencies ensure that their people will be ready to take action when the worst happens?
Guests
* Len Biegel, General Counsel of the Biegel Group
* Dr. John Harrald, George Washington Institute for Crisis Disaster
* Myra Jolivet, Chief Communication and Marketing Officer for the American Red Cross of Greater Los Angeles
* Larry Smith, Coach and President of the Institute for Crisis Management
Summary
Last year, nearly a million volunteers of the American Red Cross and its 35,000 employees helped victims of almost 75,000 disasters and taught lifesaving skills to millions. From sudden crises including natural disasters and explosions to smoldering crises like class action lawsuits that can paralyze an organization, these catastrophes have a significant impact on the lives of those affected.
An October 2007 YouGov survey found world events and crises left 56% of people surveyed feeling powerless, 50% of people surveyed feeling angry, 35% of people surveyed feeling anxious and 26% of people surveyed feeling depressed.
Are today’s corporations and small to medium sized businesses prepared to handle a crisis when it occurs?
And how are coaches who specialize in crisis prevention and response working with organizations to prepare and guide leaders through these catastrophic events?
Our panel of experts address these questions and more.
Coaching Toward Multi Cultural Selling TranscriptTom Floyd
Your company has a multicultural marketing strategy, but how knowledgeable – and adaptive – is your sales team to the needs of your target customer groups?
In this program, we hear from coaches who are experts in multicultural marketing and how they help organizations build winning multi-cultural sales strategies, and how they help sales teams to develop winning strategies with diverse cultural groups.
Guests
* Jeff McFarland, Executive Director of Multicultural Marketing, Verizon
* Earl Honeycutt, Professor of Marketing and Sales Management, Elon University
* Michael Soon Lee, President, EthnoConnect
* Shelley Willingham-Hinton, Founder & President, National Organization for Diversity in Sales and Marketing
Summary
The National Organization for Diversity in Sales and Marketing (NODSM) defines multicultural as women, African-Americans, Hispanics/Latinos, Asian Americans, Indians, People with Disabilities, the LGBT community, multicultural youth, those with diverse religious beliefs, and Baby Boomers. However NODSM points out that multicultural is more than ethnicity and race – it’s a state of mind,
lifestyle, and perception.
According to the Association of National Advertisers (ANA), multicultural markets have not only grown, they have become increasingly complex. To align with this trend, successful organizations have taken multicultural marketing beyond creating and promoting a single, standard message to a specific group, such as African Americans or the LGBT community.
How have consultants, coaches, and other outside experts helped corporations develop strategies targeted at these various groups?
What are the challenges in implementing them, and how are coaches helping marketing and sales leaders overcome them?
Our guests address these questions and more.
Coaching Successes In Corporate America Part3Tom Floyd
Another show in our continued series focused on the successes Fortune 1000 companies have experienced in implementing coaching programs within their organizations.
Guests share their perspectives on making the business case for coaching, common barriers, the keys to measuring success, and advice on creating a coaching program that is right for your organization.
Guests
* Karol Eller, Associate, Booz Allen Hamilton
* Jane Moran, Executive Coach, Coach Trainer EDS Global Learning & Development
* Tracey Wik, Managing Director of Leadership and Learning, ABN AMRO, Global Markets
* Maureen Williams, Assistant Vice President, CNA Leadership and Organizational Effectiveness
Summary
According to a 2004 survey by Executive Development Associates, Inc (EDA), 55% of corporations are utilizing executive coaching as a learning methodology.
But how are corporations designing and implementing these programs?
What’s the business case, what are the drivers - and what successes are specific companies experiencing?
Our guests address these questions and more, highlighting:
* The business drivers that helped influence the creation of their coaching programs.
* How coaching fits within the overall leadership development strategy for their organizations.
* How coaching programs can be tied to overall performance management systems and competencies.
* The positioning and messaging that can help articulate what coaching is and what it isn’t.
* How to structure coaching programs to drive performance and impact the bottom line.
* The benefits their organizations are experiencing as a result of implementing coaching programs.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
Coaching Lgbt Professionals In The Workplace TranscriptTom Floyd
In 31 states, you can be fired for being gay. In the states where you cannot be fired for being gay, states came up with new legislation making it illegal to fire someone based on sexual orientation.
In this program, our guests discuss how politics and business intersect on this issue.
Our panel discusses the challenges LGBT professionals are facing in the workplace, and types of issues coaches can help address to ensure sexual orientation isn’t a factor in forging a successful career.
Guests
* Selisse Berry, Executive Director, Out and Equal
* Daryl Herrschaft, Director, HRC Workplace Project, Human Rights Campaign Foundation
* Kate Karasmeighan, Chief of Staff, Director of Affiliate Relations, National Gay and Lesbian Chamber of Commerce
* David Stocum, Coach and Owner, Great Lives Coaching
Summary
In the June 22nd 2007 issue of CondeNaste magazine Portfolio, author David Koeppel writes “The Lesbian Gay Bisexual Transgender (LGBT) community has huge buying power and a large disposable income. Companies realize that portraying a gay friendly workplace and marketplace go hand-in hand.”
However within many organizations LGBT professionals continue to experience anxiety, fear, stress, and even harassment at work.
According to Echelon magazine, issues impacting LGBT professionals range from fear in being fired based on their sexual orientation or gender identity to stress in discussing personal relationships and including same sex partners at workplace events.
Can LGBT professionals survive “coming out at work?
Does advocating and supporting a gay friendly workplace have an impact on both company and individual performance?
Our panel of experts answer these questions and more.
A new study sponsored by The Entrepreneur’s Source finds 5 universal reasons why businesses fail no matter what their size. They are:
* Poor financial management
* Mismanagement of human capital
* Pursuit of projects that are incompatible with resources and capabilities
* Underperforming sales people
* Lack of communications leadership.
On this show Tom interviews guests who have successfully guided entrepreneurs in the past, focusing on how coaches can help entrepreneurs overcome their blind spots, see the big picture and improve their overall performance.
Guests
* Andrea Garfield, Entrepreneur, Advisor, and Coach
* Patricia Kelly, President and CEO, Limerick
* Terry Powell, Founder and CEO, The Entrepreneur Source
* Paul Williams, Strategist, Business Consultant, and Coach
Summary
A 2004 report by the Small Business Administration (SBA) on Entrepreneurship in the 21st Century found that small businesses will play a major role in shaping this century’s economic landscape. However, according to a 2005 report from the US Bureau of Labor Statistics, 45%
of new independent business ventures fail within two years of opening.
Many of us have dreams of running our own businesses and taking more control of our destinies – but what does it take to be successful?
And how can coaches who specialize in entrepreneurial development and growth help us realize our dreams?
Our guests discuss how coaches can guide entrepreneurs in both running their businesses and dealing with the challenges that come up along the way.
How can coaching keep teams strong during the absence of an armed forces member in wartime?
When the serviceman or woman returns from overseas deployment, how can coaching help the individual and the organization adapt to the changes and remain successful?
How are the armed forces using coaching? Do they use it for generals and other military leaders?
How is this different than business coaching?
What lessons can the business world take from this?
Guests
* Richard Halbrook, Executive Vice President of Administration, Dollar Thrifty Automotive Group Inc.
* Richard Strozzi-Heckler, Founder, Strozzi Institute, Author
* John O'Connor, President, Career Pro Inc.
* Bill Offutt, Veterans' Employment & Training Service Special Assistant, U.S. Department of Labor.
Summary
According to the United States Army, there are currently 189,000 people in the Army Reserve who can be rapidly mobilized when their skills are needed in times of national emergency or global conflict. However in serving their country, the departure of an employee in the reserves can have a significant impact on both the individual and their employer.
Legislation like the Uniformed Services Employment and Reemployment Rights Act ensure that members of the uniformed services are returned to their civilian employment upon completion of their service at the same seniority, status, and rate of pay before they left.
How then, according to the September 2006 issue of Inc. Magazine, did over 3,845 complaints arise in 2006 from reservists related to returning to work, pay rates, or allegations of discrimination?
Our panel of experts address these scenarios, and discuss how coaches are working with reservists to ease them back into the working world.
Additionally, guests explain how somatic coaching in particular can be helpful in developing leadership abilities in both the armed forces and the workplace, as well as how serving in the armed forces can foster valuable experience and skills in employees that can benefit their organizations back at the office.
Coaching And Offshore Outsourcing TranscriptTom Floyd
Outsourcing parts of your business can be a strong business strategy.
But your customers – internal and external – need to have a consistent experience whether they are dealing with employees who are stateside or offshore.
Guests on this program discuss how coaching can help companies build cohesive teams in disparate locations in the U.S. and abroad.
Guests
* Maya Hu-Chan, President, Global Leadership Associates
* Dr. Robert Lee, CEO, Achievo Corporation
* Daniel Mummery, Partner, Latham & Watkins LLP
* Susan Schwartz, Principal Consultant, The River Birch Group
Summary
According to the July 20th, 2006 issue of the Mondaq Business Briefing, the volume of outsourcing activity has doubled in the last decade. One estimate puts the annual growth rate of outsourcing at 20 to 30%.
While outsourcing is big business (estimated at well over $1 trillion), managing across borders – and cultures – is certainly not without its challenges.
In a November 2006 article titled Managing Multicultural Teams, the Harvard Business Review cites four categories of challenges that can arise on global teams, including direct versus indirect
communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making.
Are these issues arising within outsourced engagements?
And how are corporations and outsourcing providers using professional coaches to help?
Our experts discuss these topics and more.
Coaching On Character And Ethics TranscriptTom Floyd
Most successful managers know how to avoid the obvious ethical lapses. But sometimes small mistakes can derail the success of a department, a company and a career.
Paul Wolfowitz recently lost his job as head of the World Bank over concerns about his personal relationship with a bank employee.
The CFO of Wellpoint Health was recently ousted after allegations surfaced about extra marital affairs.
Why do high performing, very smart people find themselves in these situations?
How can executive coaching help prevent self- sabotaging behaviors?
Guests
* Phyllis Davis, Author/Authority on Ethics
* Marjorie Doyle, Global Practice Leader, LRN
* Linda Livingstone, Dean, Graziadio School of Business at Pepperdine University
* Diana Scott, Co-chair, National Labor and Appointment Practice; Greenberg Taurig
Summary
A 2005 National Business Ethics Survey stated the most common types of unethical misconduct observed by employees range from abuse or intimidating behavior to discrimination and
sexual harassment.
Some experts on ethics and etiquette believe it’s impossible to teach ethics past the age of 21.
Can ethics coaches resolve these concerns?
Our guests discuss a variety of topics from what causes unethical conduct, to the bullying that causes it to go unreported, to mentoring and coaching strategies that create an ethical business environment.
Managing a major promotion is second only to divorce in terms of life stress, according to research from HR consultancy DDI.
Failure to manage your step up the ladder could not only affect your morale and make you lose confidence in your abilities, but could cost the company if you're not able to take on the challenges your promotion requires.
What does it take to get ahead and how can a coach help ambitious employees reach this goal?
Guests
* Fernan Cepero, VP of Human Resources, YMCA of Greater Rochester, NY
* Jane Cranston, Executive and Career Coach, Managing Director, Executive Coach NY
* Anne Loehr, Executive Coach, Riverstone Endeavors, LLC
* Susan Whitcomb, President, Career Coach Academy & Leadership Coach Academy
Summary
According to an April 17th, 2007 article in Personnel Today Magazine titled “Manage a Major Promotion” HR consultancy DDI concludes that “managing a major promotion is second only to divorce in terms of life stress,” as supported by DDI research.
Simon Mitchell, a director at DDI, advises that if you are about to or are going through a promotion, you need to anticipate this stress. Your organization should help you cope with the changes in your new role, with minimum disruption.
However the article notes that just one in three leaders indicated their company provides any type of support to help them make the mental shift required for a big promotion.
What strategies can people apply to successfully get promoted? And how can professionals manage the stress associated with promotions?
What work are professional coaches doing to prepare their clients for promotions, as well as overcome challenges and hurdles once they land the job?
Our panel of experts address these questions and more.
Coaching Leadership And Workforces During A Strike TranscriptTom Floyd
Today marks nearly four months since the highly publicized union strikes in Hollywood began on November 5th, when the Writers Guild of America and the Alliance of Motion Picture and television Producers couldn’t see eye-to-eye on New Media revenue, placing thousands in Hollywood out of work for several months.
This coming June, the Directors Guild of America also has its own contract up for negotiations and talks of another strike looming.
How can professional coaches help leadership and work forces during a strike?
What are the rules that come into play when a strike affects business as usual?
What lessons can other industries take away from the Hollywood strikes?
Guests
* David Brownstein, Founder, Hollywood Coaching
* Jonathan Handel, Entertainment Attorney, TroyGould
* Sherri Ziff Lester, Certified Life Coach, RockYourLifeCoaching
* Patric Verrone, President, Writers Guild of America, West
Summary
According to the Bureau of Labor Statistics, in 2007 there were 21 lockouts and strikes involving 1,000 or more workers. The largest major work stoppage in total days idle was between the Alliance of Motion Picture and Television Producers and the Writers Guild of America East and West, with 10,500 workers accounting for 409,500 lost workdays.
What questions did the Writers Guild strike raise for the entertainment industry?
And what were the leadership lessons learned from the strike?
Most importantly, how were coaches able to help during the Writer’s Guild Strike, and what role can coaching play within other strikes as well?
Our panel of experts answer these questions and more.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
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Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Digital Transformation Frameworks: Driving Digital Excellence
Managing Through Mergers And Acquisitions Transcript
1. Insight on Coaching
Managing Through Mergers and Acquisitions Transcript
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2. Time Speaker Transcript
0:31 Tom Floyd Hello everyone and welcome to Insight on Coaching.
Insight on Coaching explores the many facets, flavors, and sides of the emerging
professional coaching field.
I’m Tom Floyd, the CEO of Insight Educational Consulting and your host on today’s
show.
Well today’s show focuses on how coaching can assist managers and corporate
executives, guide their companies through mergers and acquisitions. Topics
discussed include:
How coaching can be used to help leaders create strong and effective work
teams.
How coaching can bridge cultural differences across organizations that are
coming together and help leaders and managers communicate with confidence.
And how coaching can ensure the retention of key employees as individuals from
different companies and cultures come together.
Well to get started I’d like to share some recent information and interesting tidbits that
some folks in our research team came up with related to mergers and acquisitions.
Take a listen to this.
According to Dealogic, in 2006 mergers and acquisitions in the United States totaled
310.7 billion, which is a pretty astounding number.
Substantial mergers and acquisitions in 2006 occurred between organizations
including General Motors and Cerberus, Alcatel and Lucent, Boston Scientific and
Guidant, NTL which is a UK-based cable company and Virgin Mobile, and the
National Bank of Greece and Finansbank of Turkey just to name a few.
Now the technology sector also saw a significant number of mergers and acquisitions
as well, for example AT&T acquired Bell South.
I’m sure a lot of our listeners have heard about the acquisition between Google of
YouTube last year.
Cingular acquired AT&T Wireless, and then Hewlett-Packard also acquired Mercury
Interactive which is a company here in the Silicon Valley.
Well to kind of step back though before we speak with some of our guests more
about this let’s talk a little bit about what a merger is exactly.
Doing a quick scan on the web according to Wikipedia, a merger is a combination of
two companies into one larger company.
Such actions are commonly voluntary and involved stock swap or cash payment to
the target.
Now a stock swap is often used because it allows the shareholders of the two
companies to share the risk involved in the deal, and another important thing to note
is that a merger can kind of resemble a takeover in some situations but can
sometimes result in a new company name which could combine the names of the
original companies and potentially new branding and other factors as well.
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Now also according to Wikipedia’s definitions an acquisition can take the form of a
purchase of the stock or other equity interests of an acquired organization or it can
also result in the acquisition of all or a substantial amount of the acquired company’s
assets.
Now our team looked at data from other sources as well and for example according
to the Harvard Business Review mergers and acquisitions can occur for five primary
reasons those this list is certainly not exhaustive:
One, to deal with over capacity through consolidation in mature industries.
Two, to roll up competitors in geographically fragmented industries.
Three, to extend into new products or markets.
Four, as a substitute for research and development.
And five, to exploit eroding industry boundaries by inventing an industry.
Now in change management terms in our organization IEC also considers mergers
and acquisitions to be a type of transformational change which means a significant
change that effects the company’s missions, its strategy, its culture, environment,
workforce, and essentially the company’s overall identity or who the company really
is at its core.
So it’s a pretty big change.
Well as you can imagine challenges and problems certainly occur during mergers
and acquisitions.
Depending on the type of merger Harvard Business Review indicated there can be a
variety of challenges including quickly having to decide what stays and what goes in
the newly merged company which Harvard Business Review describes as
rationalization.
Also, if the acquiring company is as large as the company being acquired and both
have differing values and processes determining how to bring these two radically
different groups together.
Power struggles and fights for control of the new company between the management
groups of both organizations can certainly come into play as well.
And also not extending enough outreach to stakeholders within both of the
organizations coming together and really involving key influencers or resisters
impacted by this major change in the process.
Well as we said at the beginning today’s show really focuses on how professional
coaching can be used to help individuals involved in a merger or acquisition and I
really think we’re going to have a lot to talk about today and I’m looking forward to
hearing from our guests’ perspectives on many of these items.
So hopefully this helped set the stage for a lot of folks out there.
Well let me go ahead and before we jump into our conversations with our guests I will
give you a quick overview of both of them.
I am very happy to welcome two guests to today’s show; Emily Crawford and Tim
Dorman.
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Emily Crawford is an acknowledged expert in creating value in the human resources
function with more than 20 years’ experience in talent management and
organizational development she’s provided strategic counsel to a variety of firms in
the retail industry.
Currently, Emily also provides consulting services to organizations seeking to perfect
the human side of business.
Previously as Chief Learning Officer for Saks Incorporated, Crawford was
responsible for directing talent assessment, education, and development for more
than 50,000 employees.
She received a President’s Award for saving more than 5 million in hiring and training
expenses at a major retailer, a $500,000 grant from the National Retail Federation
Foundation to develop the Fundamentals of Retail Management Program.
The 2006 Brandon Hall Excellence in Learning Award and the Bersin and Associates
Learning Leaders Award for 2006.
Welcome to the show Emily.
6:40 Emily Crawford Thank you.
6:41 Tom Floyd Our next guest is Tim Dorman.
Tim Dorman leads the Leadership Coaching and Development Group of Korn/Ferry
International, helping executives, teams and corporations around the world achieve
their highest levels of performance and potential.
He brings an effective blend of general management experience in a publicly held
company, twenty years of consulting in executive coaching, organizational
development, executive search and career management and nine years of corporate
human resource management.
He has coached senior executives in a wide range of industries including media,
financial services, high technology, health care, transportation, manufacturing and
retail.
Tim is a frequent speaker to professional groups on leadership development,
organizational change issues and international business.
He is a member of the International Coaching Federation.
Welcome Tim!
7:28 Tim Dorman Thank you Tom.
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7:29 Tom Floyd Now today’s show is going to be a group discussion.
I’m going to pose questions to both of our guests as a panel to get the group’s
thoughts and to get both of your thoughts.
Now Tim and Emily kind of starting out from a big picture perspective my first
question really is why is coaching an important intervention to consider when going
through a merger or acquisition?
Tim, let’s start with you.
7:55 Tim Dorman When you were sharing your research Tom that your team put together I was
reminded of some additional research that has indicated that despite best intentions
the majority of mergers and acquisitions fail to achieve the financial objectives which
were part of the driving force that led the merger or acquisition to begin with which
then poses the question what happened to the best intent, why did they fail.
8:31 Tom Floyd Exactly.
8:32 Tim Dorman And one of those primary reasons again and again and again is because they did not
pay significant attention to the people’s side of the equation that at the end of the day
are responsible for driving the relative success or failure of that merger or acquisition
and you’ve got cultures that simply could not come together effectively.
Coaching is simply a very, very effective vehicle to address that reality.
9:05 Tom Floyd And in terms of really thinking of people in the equation from your perspective what
really keeps companies from doing that?
Is it that they’re so focused on the actual financial side and wanting to make it
happen as quickly as possible that just kind of pushed off to the side or-
9:21 Tim Dorman That’s a great question because the reality is if the answer is simple why doesn’t
everybody do this?
9:30 Tom Floyd Exactly.
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9:31 Tim Dorman And I think part of it is simply sort of the thrill of the chase and the focus on the
financials and trying to drive those and yet if you take a look at the acquisitions and
mergers that have been successful you will typically find a very, very high correlation
to a very effective focus on the people’s side of the equation.
10:07 Tom Floyd Got it.
10:08 Tim Dorman I’ll leave it to Emily to come up with the reason why more people are not participating.
10:13 Emily Crawford I’ll give it my best shot.
10:15 Tom Floyd Go ahead.
10:16 Emily Crawford Well I totally concur with you Tim and when I was thinking about the question there
are so many people at so many different levels who are going to be affecting the lives
of front line workers, managers, and up the ladder to their partners and they don’t
pay enough attention to the people side of the business and all of the changes that
people are going to experience through the acquisition or the merger.
So many decisions that have to be made and I think that one of the reasons that the
people side is left out very often is that the people’s side of the business doesn’t have
a financial amount, a financial aspect of the business that they can say it costs us X
number of dollars to communicate with people, it costs us X number of dollars to
manage performance, it costs X number of dollars to educate them.
So very often that variable in the equation isn’t included. So they’re after the financial
chase and they don’t really know how much the people’s side of the business is
costing them.
11:32 Tom Floyd Or is necessarily thinking about too what the costs are if for example the company
they’re acquiring suddenly a bunch of people leave.
11:41 Emily Crawford Yes.
11:41 Tom Floyd That hasn’t been messaged correctly to kind of keep them on board and in alignment
with what’s going on.
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11:47 Emily Crawford And knowing that what happens is the merger and acquisition has to re-interview and
rehire their people.
11:57 Tom Floyd Got it.
Well I’m hearing the music for our first break, let’s go ahead and go on pause. More
on mergers and acquisitions and how coaching can help when we get back.
14:50 Tom Floyd And where we had left off we had just introduced both of our guests, Emily Crawford
and Tim Dorman and really talked at a high level about why coaching is an important
intervention to consider especially in terms of the people side of the equation.
And kind of continuing along that same line of thought the next question that I really
have for both of you is who typically gets coached during a merger or acquisition?
In other words who are the primary audiences that are key targets for coaching
during a merger or acquisition?
Emily, let’s start with you.
15:41 Emily Crawford Well I’m not sure and Tim perhaps you can comment on this too I’m not sure there is
executive coaching or coaching in its strictest sense where people are given advice
based on information and there’s a plan of development or change or improvement.
I would suspect that there’s more of a consultative approach with the senior
executives, the decision makers, and the people who are going to be closing the deal
so to speak there’s obviously financial advice, there is people advice, there’s
operation systems processes, and a goal that they have to achieve but I think the
advice comes in the form of consultative approaches and they generate a lot of
reports and they’ve generated a lot of data that supports the decision to merge or
buy.
I think some more front line people, middle managers ought to be involved in not so
much the decision but how to execute it and that’s where I think the void is in
coaching employees.
16:55 Tom Floyd So then currently from your perspective a lot of the coaching has been typically done
with executives of both companies so to speak, the company being acquired and the
company doing the acquiring.
17:05 Emily Crawford Yes.
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17:05 Tom Floyd Really working with them but not necessarily focusing more on middle managers and
other folks within the organization who are also impacted.
17:14 Emily Crawford Exactly.
17:15 Tom Floyd Okay, got it.
Tim, what are some of your thoughts?
17:19 Tim Dorman In a similar vein for the merger or acquisition to be effective and for that matter for the
coaching itself to have any value it needs to be fully integrated with the rest of the
merger and acquisition plan, and as Emily stated there’s a piece of that that may be
very consultative in terms of working with a CEO to identify sort of what the optimal
processes might be in terms of handling if you will the people end of the business.
Coaching the CEO in terms of how to communicate most effectively, cascading that
down in the organization to the people who have responsibility for essentially sharing
that message with their respective teams, and making sure that you are also
including the key talent of both firms, both firms, both enterprises who are being
impacted by this organization so that they are not observers they are participants in
the process and it’s a mix of consulting to them relative to roles and messages that
need to be delivered but also coaching to help them do that as effectively as
possible.
Typically those kind of efforts do not cascade down in the organization sufficiently but
the reality is you can take the same approach in terms of working with teams at all
levels of the organization to one to ensure that they have the message relative to the
change that is occurring and their respective roles in it and any recommendations
that they may have to move forward most effectively.
And then on a group basis doing some work in terms of how their particular
workgroup teams can respond most effectively to these changes as work needs to
continue.
19:47 Tom Floyd And how frequently or how common is it for the typical CEO or executive involved in
a merger acquisition to really think I think I might need some help during this, I think I
might need some coaching, I think I could really use some guidance in this.
Do you see that as something that commonly happens or do you see perhaps the
converse in some cases where they might feel you know what this is very hush-hush,
I don’t want any of this to leak out, I don’t feel comfortable getting advice or confiding
in anyone as I’m going through this we’ll just figure it out.
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20:18 Tim Dorman Well I think the reality Tom is that a CEO faced with a potential merger or acquisition
is definitely going to seek counsel from the outside but that counsel will typically take
the place of investment bankers, lawyers, and significantly less frequently that of
executive coach or organizational consultant.
I think therein lies the challenge for some of the reasons that Emily had talked about
earlier that there’s a piece here that is just as critical to the success of the
organization but because perhaps it can’t be modified and in the rush to get things
done sometimes it doesn’t get the attention and resources it should.
21:11 Tom Floyd Got it.
Emily, anything you would add?
21:14 Emily Crawford Yes, and during these mergers and acquisitions there’s typically the transitional
process that is developed internally and/or in addition to consultative services from
the investment bankers, from the financial officers, et cetera.
Within this transitional plan there are details in terms of orchestrating sequences of
events that have to take place.
In that is the communication, in that is the plan to execute, and Tim you also said
earlier that more involvement from people will really generate a more successful
merger or acquisition and therein lies the opportunity, is that people who are
executing to this plan should be coached at all levels because every time a new
decision is made that is going to effect execution of this plan it’s going to snowball
into something else, it’s going to if it’s a financial decision it’s going to effect
operations, if it’s an operational decision it’s going to cost money, it’s going to effect
the lives of the people.
So the more involved various levels of executives can be in this execution and be
coached to deliver good messages the better off the merger will be.
22:37 Tom Floyd And how does that coaching really change as you kind of go down in the
organization?
Do you find that it’s typically one-to-one coaching for the CEO and executives and it
involves maybe a one-to-one kind of the next level down then it becomes kind of
group sessions?
Is it only one or two folks that you’d recommend or involve from a coaching
perspective? Is it a team of coaches that come in?
Is it facilitated sessions with managers and employees kind of further down the
chain?
What does that tend to look like?
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23:08 Emily Crawford My experience it looks like very often that managers are coached to coach
employees, and when companies decide to go a little deeper they will offer group
sessions for employees.
So the employees, the frontline people, the managers of those frontline people may
not get one-to-one, they get more group coaching where they’re advised as to how
best communicate, they’re advised in terms of what the plan is and where their part
in the plan is but the one-on-one is usually reserved for higher level executive
positions.
23:52 Tom Floyd Got it.
Tim, any thoughts there?
23:57 Tim Dorman The only think I would add is that our experience has been that the most effective
mergers and acquisitions have occurred when people at all levels of the organization
participate early on, not just in the sort of the transfer of information in terms of what
is coming down but very early on participating in what should be traveling up.
So within a respective work group what are their needs, what are their concerns?
They may not know precisely all of the factors behind the merger or acquisition or
what is going to transpire but they do have needs, they do have recommendations.
If you take, and let me give you an example, frequently what you see at the time
around a merger and acquisition is a dropping off in terms of market share between
the two organizations.
24:59 Tom Floyd Interesting.
25:00 Tim Dorman And if you can go to a sales team or a customer service team on the front end letting
them know in general terms what is going to transpire but getting recommendations
from them in terms of how do we maintain the highest level of customer service.
What do you need from us in order to feel good about the work that you’re doing
during this transition?
And so there’s a communication up as well as a communication down.
25:30 Tom Floyd So it’s not just typically, it typically could be followed I guess as one way but in reality
what you’re saying is a lot of successful mergers and acquisitions involve
communication both.
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25:39 Tim Dorman That’s correct, and the coach can play the role of catalyst in making that happen.
25:44 Tom Floyd Got it.
Now in terms of kind of what or when the coaching activities typically begin it sounds
like you both are definitely saying that the earlier the better, what does that typically
look like?
So right when the announcement is made it begins?
Does it start before the actual announcement is made and then kind of the next part
of that question is how long is coaching generally needed then?
26:12 Tim Dorman Which of us would you like to proceed?
26:13 Tom Floyd Go ahead.
It doesn’t matter.
26:16 Tim Dorman I think it’s important to remember that in a merger you’ve got change occurring at
different times for different people.
At the time that you go public with a perspective merger at that point it may be old hat
for the Chief Executive Officer who may have been having confidential discussions
for 6 months but it’s absolutely brand new to somebody else, and so if you look at
merger as a change event it’s very important to see where people are in terms of
timing and the coaching that you may be doing with the CEO has nothing to do with
how do you handle the ambiguity of change and everything to do with how do you
communicate most effectively the change that is going to occur.
And then you’ve got other people at exactly the same time are hearing it for the first
time and for them they’re entering a new unknown world, and so the coaching with
them may be how do you respond effectively to change?
What are the things that you should be doing in this brave new world that is
dramatically different than it was yesterday?
So I think it’s important to look at coaching not as a discrete event that occurs at one
point in time and continues for X number of months and then stops as much as a
continuum contingent upon the needs of the respective constituencies.
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27:45 Tom Floyd Got it.
Well I’m hearing the music for our next commercial break.
We’ll go ahead and go on pause. More on mergers and acquisitions and the
effectiveness of coaching in these situations when we return.
30:26 Tom Floyd For those of you just getting tuned in today, today’s show focuses on mergers and
acquisitions and how coaching can be helpful in a merger/acquisition situation.
And where we left off before the last break we were spending some time talking
about when coaching typically occurs and who it typically occurs with during a
merger and acquisition.
Tim you really brought up a great point around the importance of change
management and really knowing or understanding where people are in the process,
so for the executives being involved up front if they’ve been talking about it for 3 to 4
months they’ve already accepted that change, they’re aware of it, that’s going to be
new to other people.
And one of the things that came to my mind in that is there’s something that our
company uses called the wave model which a lot of other change management firms
use as well and instantly that popped in my head.
If you think of a change as a wave and the first kind of a four-phase process there,
the first phase that really hits you is denial and shock.
So if you find you that you lost your job for example you’re so shocked about it that
that’s where you spend some time before you can even begin to deal with it.
The next step in the process being anger or defensive retreat; this isn’t happening,
you’re denying it, you’re angry about the change if it was a job that was lost.
Then it’s really exploration; okay, I don’t accept this yet, I’m willing to keep my mind
open to it, and then acceptance and adoption most importantly, okay, I get the
change, I’m dealing with it, I understand where I’m going with this and I’m moving on.
So it’s almost like when I heard you say that you really almost have to understand
where people are by department, by group, or by individual in that process and kind
of coach them accordingly around that.
Emily, any thoughts?
Anything that you would add there?
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32:35 Emily Crawford Yes, I really believe in the work that William Bridges did in his book called
“Transitions”, and one of the key points that organizations have to remember as all
levels of their employees go through this change process is that they’ve got to help
their employees and coach their employees to come to an end about the way it used
to be.
So today we are company A tomorrow we’re going to be company B.
Until you let go of company A and what work was like and how I worked in that
organization.
33:02 Tom Floyd Right.
33:02 Emily Crawford You’re never going to move onto company B and be productive.
So the coaching really has to acknowledge the fact that yes change occurs for
different people at different times and some people are going to get stuck in company
A and they don’t want to leave.
33:17 Tom Floyd That’s almost like they have to be able to let it go first, let it go before they can kind of
move on even thinking about the other thing.
33:26 Emily Crawford Correct.
33:27 Tom Floyd It amazes me sometimes on a personal note the similarities between coaching in this
case and dating, it’s almost like telling somebody okay well I still love my ex-wife or
my ex-husband or girlfriend or whatever and it’s not time to start dating somebody
else yet.
Something like dating for the workplace; well I haven’t let go yet, I was dating that old
company.
33:45 Emily Crawford You’re absolutely right.
33:46 Tom Floyd I had a relationship with them.
33:48 Emily Crawford Before you can move on you’ve got to let go what you had before.
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33:51 Tom Floyd Exactly.
Well it makes total sense to me.
Well I guess the next question that I would have we’ve covered this a little bit but do
you think from both your perspectives does the type of coaching differ from or should
I say the company that’s doing the acquiring and the company that’s getting
acquired, or does it really come down to the things we’ve already been talking about
that helping people accept the change on both sides and move past it?
Emily?
34:21 Emily Crawford Yes, and again I think it’s going to really depend on what goes on at the front end
and how it’s communicated because what organizations have to look at is is the new
company being the boss, and are they thinking in terms of well we’re buying this
company, this other organization so they’re going to have to assimilate into our
organization?
So what you have to look at is what kinds of communication and processes are you
instituting that will help the two come together?
And pick processes and norms and culture, the good part of what both companies
have to come together to create this third organization.
35:14 Tom Floyd So it can be almost common for some the acquiring company to think no you’re going
to conform to us.
35:21 Emily Crawford Exactly.
35:21 Tom Floyd When the reality is no we’re both conforming to something new and we need to
agree on this new thing together?
35:27 Emily Crawford Yes, and that’s why in our work at the Kabachnick Group we believe in using surveys
and assessments to get to that point because the type of coaching will vary based on
who’s acquiring whom.
35:43 Tom Floyd Now what’s some of the trends in data and things like that that you tend to find from
some of the surveys and assessments that you use?
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35:51 Emily Crawford Well again a strong belief in what we do is right and we believe that the customer or
the product should be developed this way.
We have a point of view of our market share, we have a point of view about systems
and customer service operations, and so what comes out is that the organization who
is acquiring the other organization is imposing everything on the company they’re
buying.
36:20 Tom Floyd Got it.
Tim, any thoughts?
36:26 Tim Dorman Frequently even in a company, even in a situation that is being characterized as a
merger there is always a stronger of the two equals and that’s very important to
acknowledge, and many times in a merger while there may be lip service paid to
we’re going to find this new third way the dominant culture of the dominant firm in the
merger or acquisition will prevail.
In those particular cases the coaching that goes on within the dominant party is
primarily going to be around how do you plan and execute and communicate as
effectively as you possibly can.
The coaching that will go on with the company that is less dominant will be one of
how do you respond as effectively as you possibly can, and how can you retain your
identify and control, and how can you secure alignment in this new organization.
If as truly does exist in some cases there is a new third way that is established so
that it’s not one culture or the other that is dominating as much as the new one that’s
emerging them the coaching becomes the same for each.
And how do I take the best of what I’ve done in the past and integrate it into this new
organization and how do I check the excess baggage at the door and embrace the
change that’s coming?
And ideally when you move into an organization that has gone through a merger and
acquisition it’s wonderful to think that you’ve got this new third way that is going to be
the best of both worlds, but at the same time I think it’s important to be pragmatic,
keep your eyes open, and make that judgment call in terms of what you have
because you may need to respond to it quite differently dependent upon what the
strategic direction is.
38:48 Tom Floyd Got it.
And in terms of the frequency where you really see one culture that’s really dominant
would you say that’s fairly common where one typically tends to be stronger than the
other or is it really kind of a good mix?
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39:02 Tim Dorman My experience has been that there will usually be one that is dominant that will
prevail.
It may be enlightened dominance, it doesn’t mean that it’s bad at all it’s simply that
one organization will dominate, and I think it’s the exception rather than the rule
where you have an integration of equals and a brilliant, insightful, rewarding third way
established.
39:35 Tom Floyd Got it.
And we’re getting close for our next break.
I want to go ahead and slip one more question in before we go to break and that’s
kind of if both of you had to really quickly list out helpful ways or tips that in terms of
how coaching can help companies retain key employees from both organizations as
they come together what would some of your suggestions be?
Emily?
39:59 Emily Crawford I would start with re-recruiting my top players, my top talent, and making sure I knew
who those people were because as soon as there’s an announcement or an inkling
that companies are going to merge most of our utility companies, communication
companies we probably know that’s going to happen before it starts to happen and
having a plan in place to make sure that I the company and the managers in the
organization spend time with top talent because as soon as that announcement goes
out the head hunters and the recruiters are going to start coming out of the
woodwork.
40:37 Tom Floyd Interesting.
And that might not necessarily just be the top talent at the top of the food chain per
se but other key directors, key individual contributors, key engineers, key subject
matter experts that are IT literally if the person leaves that’s going to really effect it.
40:52 Emily Crawford Totally, so include that in the plan of how you’re going to include those people in the
communication and really think about re-recruiting them.
41:02 Tom Floyd Got it. I like that.
Tim, anything that you would add or recommend?
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41:08 Tim Dorman Same thing; get them involved early, seek their recommendations as opposed to
simply sharing your plans, and I believe that our experience indicates that getting
your key players involved in executive coaching that is fully integrated into the rest of
the transition plan is a very pragmatic, tactical, high-yield approach to retaining your
top talent.
41:44 Tom Floyd And kind of if we look at the typical merger or acquisition how may in terms of a
percentage people would you say end up leaving on average during this process?
Would you say its 10 percent, 40, 50, 60?
What does that generally look like?
42:02 Emily Crawford I’m thinking.
42:02 Tim Dorman I have seen situations where 100 percent of the talent that they considered to be high
potential mission critical has been retained in both the acquiring firm and the firm that
was being acquired.
42:23 Tom Floyd Okay.
42:23 Tim Dorman Which is quite extraordinary.
42:25 Tom Floyd Yeah, definitely.
42:27 Tim Dorman And the opposite of that is equally true where particularly after sort of retention
bonuses may have run their course where you will have a majority of your mission
critical people leaving the organization within 6 months.
42:50 Tom Floyd Got it.
Well I’m hearing the music for our last break here so let’s go ahead and cut to
commercial and when we get back more on mergers and acquisitions, we’ll give you
a scenario to talk about and we’ll wrap up the show.
Stay tuned everyone.
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18. Time Speaker Transcript
45:33 Tom Floyd For those of you just joining us again today’s show focuses on mergers and
acquisitions.
For the last portion of this show what I’d like to do is give both of our guests, Emily
Crawford and Tim Dorman, a scenario and kind of talk about some of the things that
they might recommend from a coaching perspective based on that scenario.
So here’s the scenario so I’ll give everyone a few minutes to think about this; so in a
strategic move to expand and grow its business a production company tells its
employees at its New Jersey location that a press release will be going out in the
weeks to come announcing that the company is acquiring another operation and
moving its headquarters to Orlando, Florida in the next year.
The new facility will be twice the size of the existing facility and the acquisition
supports many corporate goals identified for the fiscal year.
The CEO goes as far as to say that he has received and appreciated the support he
received from the state and county local governments.
Now not a lot of information is given beyond that although the CEO emphasizes that
more information and details will be communicated throughout the organization
through the management chain, and that managers at all levels will be going into a
series of meetings after the announcement is made.
Kind of stepping back from that and turning to both of you.
I’m going to start with the first question here kind of from your perspective what type
of coaching interventions or support should be offered to employees immediately
after that announcement is made?
47:10 Emily Crawford I’d like to start with that one.
47:12 Tom Floyd Yeah, go ahead.
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19. Time Speaker Transcript
47:10 Emily Crawford If you don’t mind.
What needs to happen there is first step is to establish criteria for an effective
message about this change because again this may be the first time that employees
are going to be hearing this and that message has to have some very clear elements
to it.
It has to be very succinct, no jargon, communicate, over communicated,
communicated often, and re-communicated, and also includes what the goals are,
what’s the first step?
Where are we going?
Where are we headed?
And they have to be honest about expectations, and it’s really nice if, and very
effective if the communication message includes metaphors and stories, and the
message answers some key questions for employees.
What’s this change about?
Why are we making this change?
Give me some financial information.
Give me some reasons and rationale for initiating this change.
Who’s going to be impacted?
And what are you asking me to do going back to our earlier comments about getting
everybody involved.
If a company can answer those questions and develop and craft their message to
answer those questions I think the organization is off to a really good start.
48:44 Tom Floyd In terms of the frequency you touched on that a little bit right when it’s made, do you
find, are we talking about constant communication, is it daily? Is it weekly? Is it bi-
weekly?
Particularly right after that announcement is made how important is frequency?
49:01 Emily Crawford Frequency, there’s something that’s going to happen every time a task or a
component of this strategy is executed and it’s going to start snowballing into
operations and how people work.
So I’m not sure there is a magical formula, I don’t know of one in terms of frequency
but it may be that my direct supervisor should talk to me everyday for a period of time
until I know exactly how to work differently.
49:33 Tom Floyd Got it. Tim?
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20. Time Speaker Transcript
49:37 Tim Dorman People are going to be talking about the merger or acquisition every day, every hour
so really the question is the extent to which you want to influence that, and the
frequency should be driven by that and then I would concur with Emily.
And it’s not so much coaching that needs to occur through an outside third party;
ideally it’s terrific if this can be integrated into how the managers operate and convey
information and also how they themselves are behaving.
But as soon as that CEO makes the announcement of we’re hiring a firm and we’re
moving to Orlando all of a sudden there is a tremendous vacuum and the bottom line
that everybody rushes to immediately be what does this mean for me and how am I
going to be impacted?
And to answer the collective what does this mean for me the CEO has to be able to
communicate effectively, frequently, and with the highest level of trust possible.
This is what we know, this is what we don’t know, this is the process that we’re going
to go through to determine what the changes are, here is our timeline, and I think that
if a CEO and by extension the leaders who are driving that merger or acquisition can
demonstrate and continue to earn a high level of trust among the employees people
will respond in a very effective way.
When there is an absence of trust all of the processes in the world don’t make any
difference.
51:47 Tom Floyd So kind of that lack of trust or once somebody really senses that it’s almost like it can
cause them to shut down in this situation.
In terms of mentioning the importance of managers in this situation and like coaching
and guiding them, how could middle managers continue to guide and support
employees through the transition?
What are some good, key practices for middle managers to keep in mind?
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21. Time Speaker Transcript
52:14 Emily Crawford Well I mentioned earlier that you have to give up the old way before you can begin
the new and within that thought process middle managers have to understand that
between the ending and the new beginning there is a hiatus, in between letting go of
the old way and taking hold of the new there’s going to be difficult times and this is a
dangerous phase when systems don’t work very well and people lose heart easily,
and so middle managers have to recognize that they’ve got to perhaps build in some
temporary sources of support and whether it’s having more coaching sessions,
having more staff meetings so that they keep them well informed and they have to
build in these temporary sources so that that trust that Tim was talking about
continues to build.
The more information you have the less likely you’re going to go out and create your
own rumors about what people are going to have to go through or who’s losing their
job or who’s staying with the company.
So I think those kinds of interventions really help organizations maintain their
business during these mergers and acquisitions.
53:36 Tom Floyd Now I had worked with one client I loved the term and communication they did
around this so much that we recommended this idea to another firm that we worked
with.
They actually implemented a Rumor Management Hotline, and that’s what they
called it and that’s what they communicated around.
So it was if you are hearing anything about this change call this number and they had
people dedicated just to kind of saying yes, this is what’s true, no, that’s what’s not
true, this is what’s going on around that, and I really liked that.
54:07 Emily Crawford Great, great tactic.
54:09 Tom Floyd Tim, any thoughts there?
54:11 Tim Dorman From a very tactical point of view what’s important to remember is that it’s not
business as usual, it’s business as unusual.
54:19 Tom Floyd I like that.
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22. Time Speaker Transcript
54:21 Tim Dorman And as such it’s going the extra mile to communicate both through formal rumor
hotlines and in terms of informal accelerated management by walking around and
staying in touch with people, and within your respective work teams that you’ve got
responsibility for focusing equal amounts on both the professional and the personal,
what is the work that we have to get done?
How do we maintain the highest level of customer service in this time of extraordinary
change and uncertainty?
How do we do that?
And how can we help each other?
55:00 Tom Floyd Got it.
55:00 Tim Dorman And let’s acknowledge that all of the problems that we have on an individual basis
and find ways to support each other in that effort.
55:09 Tom Floyd Got it, excellent.
Well a huge thank you to both of you for joining us for today’s show.
And as always I want to say thank you to all of our listeners for spending time with us
today as well.
For more information about our show you can look us up on the Voice America
Business Channel, you can visit our website at www.ieconsulting.biz, and you can
also feel free to shoot me an e-mail me at tfloyd@ieconsulting.biz .
Don’t forget you can look us up in Apple iTunes as well for the podcast version of the
show, just go to Music Store and enter Insight on Coaching in the Search field.
Thanks again everyone, we’ll see you next week.
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