Sample
Client Issue:
Merger
Integration
A global financial services corporation was completing
its largest North American acquisition ever through the
purchase of a large company active in adjacent market
segments. The integration process had to happen quickly
between two companies whose cultures were very different. In
this situation, staffing decisions for the merged enterprise
had to happen quickly while ensuring that the best qualified
and most capable people were placed in the right jobs using
a process that would be perceived as fair. If designed
properly, the staffing process could also seed an
organizational development process that would jump start the
new leadership team on planning for culture change.
A specialty chemicals company acquired another related
business that was two thirds its size. The acquirer had a
culture oriented to strong financial controls while the
acquired company was oriented to investing in customer
relationships and marketing activities. Neither company had
ever participated in the integration of two organizations so
large and so distinct in their cultures. The integration
process was encountering bumps, so the CEO sought a
diagnosis of where the pressure points were and what was
going wrong in the integration process; in addition, he
sought recommendations for smoothing and accelerating the
integration in ways that would increase the odds of
achieving the required return on the acquisition costs.
The sale of a medical products business from an
entrepreneurial venture to a large corporate parent offered
significant promise for marketplace and financial impact. To
accelerate the integration, the CEO brought his newly named
executive team -- including representatives of both
organizations -- together with professional facilitators to
create a shared vision and values for the new enterprise and
to determine how they would work together to make the most
of their "marriage."
When one of the world's largest oil copanies acquired a
moderate-sized polyolefins producer, the North American
business redesigned its structure to incorporate both
entities. Customer research and market dynamics were used as
the foundation for sorting through both strategic and
cultural differences and creating a new entity that could
outperform its competitors.
A mid-sized niche technology business was preparing to
grow dramatically through acquisitions in the U.S. and
Europe. The CEO sought an assessment of his executive team
to determine whether they had the skills and experience to
integrate those acquisitions smoothly and to capitalize on
potential market and cost synergies.
The president of a water treatment business found himself
faced with a major structural decision as he combined two
regional business -- one with a commodity dynamics and the
other with value-added characteristics -- into a global
structure. Instead of making those decisions alone, he
brought together the two management teams and charged them
-- working with professional facilitators -- with creating a
unified global strategy and a structural concept for the
unified company.
Related Client
Issues:
Organizational
and Cultural
Change
Driving
Strategy Implementation
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