Managing the People Side of M&A - CWC
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Managing the People Side of M&A
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Transcript of Managing the People Side of M&A - CWC
Managing the People Side of M&A
• Provide an overview of the four phases of an M&A integration
• Define M&A best practices
• Answer questions about how to minimize performance risk and people disruption
OBJECTIVES
• Volatile
• Uncertain
• Complex
• Ambiguous
OUR REALITY
• Transparency
• Consistency
• Engagement
• Measurement
PRINCIPLESOUR REALITY
• Volatile
• Uncertain
• Complex
• Ambiguous
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A structured approach (process, tools and techniques) to transitioning individuals, teams and organizations to new ways of thinking and behaving to achieve defined results.—Prosci
ORGANIZATIONAL CHANGE
• PMI begins after the deal is completed
• Acquiring company feels superior to the acquired one (talent, capability, culture, process, technology)
• Acquired talent is not engaged in designing the new organization
• Synergies are quickly realized without deep knowledge of talent
• Cultures are assumed to be similar
COMMON MISTAKES
• VISION Different, better and compelling?
• LEADERS Personally committed?
• CAPACITY Skill, money and time?
• CULTURE Can they change enough?
• OUTCOMES Realistic given business environment?
MANAGING KEY VARIABLES
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4 PHASES OF INTEGRATION
Figuring it Out
Planning for Change
Managing Change
Making it Stick
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PHASE 1: FIGURING IT OUT
Figuring It Out
Planning for Change
Managing Change
Making It Stick
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FIGURING IT OUT
Understanding risks to and degree of change for integration:
• Leadership capabilities• Cultural alignment• Talent identification and
retention
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PHASE 2: PLANNING FOR CHANGE
Figuring It Out
Planning for Change
Managing Change
Making It Stick
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PLANNING FOR CHANGE
Creating an integration plan that outlines what needs to happen, by when and by whom:
• Integration principles• Organization design and
resourcing• Policy and program
harmonization
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PHASE 3: MANAGING CHANGE
Figuring It Out
Planning for Change
Managing Change
Making It Stick
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MANAGING CHANGE
Maintaining momentum as you manage the dynamics of the integration:
• Execute• Monitor• Course-correct
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PHASE 4: MAKING IT STICK
Figuring It Out
Planningfor Change
Managing Change
Making It Stick
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MAKING IT STICK
Embed the changes into regular operations:
• Ownership• Measurement• Review
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• 25 years of change management experience
• 32 major change initiatives across 60 countries
• Author of Change with Confidence Answers to the 50 Biggest Questions that Keep Change Leaders Up at Night
Email: [email protected]
Tel: 416.710.3685
Twitter: philbuckley01
Site: www.changewithconfidence.com
About the Author, Phil Buckley
