Acquisition-Mergers Integration.ppt

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1、Acquisition/Mergers Integration,Morgan Morton,Morgan Mortons Acquisition/Merger Experience,1973 Acquisition of Schick safety razor company by Warner Lambert Product Manager with Schick during the integration 1985 Acquisition of General Diagnostics Division of Warner Lambert by AKZO Pharmaceuticals.

2、President of General Diagnostics and president and CEO of Organon Technica, the acquiring division 1993 Acquisition of Wilkinson Sword by Warner Lambert. President of Schick and led the negotiations and integration of Wilkinson Sword 1996 Warner Lambert buyout of Warner-Wellcome joint venture. Led t

3、he buyout after the Glaxo acquisition of Wellcome Joint venture General Manager and President of Warner Lamberts Consumer Healthcare sector 2000 Acquisition of Warner Lambert Company by Pfizer Inc. Key executive and led the Consumer sector integration process,HBR-November-December 2000,Theres a sayi

4、ng in the acquisition world that integration would be easy if no people were involved. And unfortunately, too many organizations fail because they treat the integration of acquired companies just that way-as an engineering exercise and not one that affects peoples lives and futures.,Jan Leschley, CE

5、O, Smithkline-Beecham,Id have to say that we have been much more successful at acquiring products and technology than at acquiring companies.,Dennis Kozlowski, CEO, Tyco International,A very interesting statistic I once read says that people are normally productive for about 5-7 hours in an eight-ho

6、ur business day. But any time a change of control takes place, their productivity fall to less than an hour.,Control the Destabilization,Resistance to Change Divided Loyalties Blurred Roles and Responsibilities Unclear Reporting Relationships Communications Tangles Power Shifts Job Insecurity Unusua

7、l Turnover Policy and Procedure Changes Infighting Price Pritchett “Smart Moves”,Start Early-Move Quickly,The Rumors The Initial Press Release The Stockholders The Colleagues Organizational Due-Diligence Understand the Internal Dynamics Understanding the Cultural Differences Understand the Operating

8、 Style Differences The First Organizational Announcement Sets the Climate,Communicate, Communicate, Communicate,Every Action or Inaction is a Form of Colleague Communication Press Releases Organizational Announcements Informal Management Comments Decisions Be Available Take Care of the “Me” Issues B

9、e Truthful-Dont Sugarcoat Use the Organizational Hierarchy to Manage Communication Hold Everyone Accountable,Focus Priorities/ Be Decisive,The Rule of “Threes” There Are No Mergers of Equals Make Organizational Decisions ASAP Dont Be Afraid to Make Mistakes Hire Professional Support but Maintain Con

10、trol Over Process and Outcomes Avoid the “Analytics” Trap,Manage the Turnover,Identify the “Keepers” and “Handcuff” Them to the Organization Remove the Weak Performers ASAP Re-recruit the Good Colleagues Whats their job? Who is their boss? Hold Everyone Accountable,Chief Integration Officer,Access to Top Management In-depth Knowledge of the Acquiring Company Trusted No “Pride of Authorship” Problems Comfortable with Ambiguity and Chaos Tireless Self-Starter Emotional Maturity Cultural Balance,Questions,?,