Changing the Success Rates of Mergers and Acquisitions: MA3 = P2 + C2 (Successful M and A = Attention to People and Change)
In this program we will begin with a look at why M and A stats show that only about 50% actually lead to increased shareholder value.
Beginning the discussion with a review of due diligence activity and the organizational cultural values and character that should be a part of the analysis to facilitate planning for the integration process. We will discuss selecting the right team for the project and building support for them including appropriate team members.
MA3 = P2 + C2 is the formula. The Merger and/or Acquisition creates a new 3rd entity by bringing together the people from the two involved entities and adding a significant dose of CHANGE MANAGEMENT that works in and for each of the entities involved. It sounds easy yet in reality it is very complex.
The discussion will include a look at the impacts of organizational culture on the process and the dynamics that individual employees bring to bear in the integration and business process. Integrating the human elements of change and transition into the business process and supporting the people side of the change as well as the business elements is critical to the success of the venture.
Areas Covered In the Session:
Who will benefit:
- Defining the entity that the combined organizations will become, identifying the values and crafting and explaining them in a way that is meaningful to both organizations is a critical step in moving the integration forward.
- It is important that the business case for the strategy to acquire be understood and clearly articulated in a way that can be defended and comprehended by all; first inside the acquiring or initiating organization and then in the acquired or merged organization. It needs to stay consistent and clearly state the business rationale and vision of success. It will serve as a “target.”
- The diversity that comes with the mixing of two companies is emotionally similar to a marriage and meeting the family of the new mate and becoming familiar with former traditions that are meaningful and moving to building new traditions that can meet the needs of both member companies.
- Building the business integration plan around the people elements that are critical for the long term success
- Focus on the desired end result and revisiting the definition of success at milestone points throughout the integration process to insure that it remains relevant given changes in the external market place.
- Business Leaders (VP)
- Risk Managers