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Free Shared Purpose Working Together To Build Strong Families And High Performance Companies
I love the incredibly easy books! One person found this helpful. They loved the explicit explainations, the humorous approach to the study topics and the extent of thorough content provided in the book. Easy to remember and study. I have not really used it yet It looks like a good book There is a ton of information on one page though, making it hard to focus. Although I used an earlier version of this book, it's still the one I recommend. One powerful tool was InBev's "Dream-People-Culture" mission statement, which was tailored to the US company and introduced into the Anheuser-Busch lexicon with strong messages emphasizing the value of its customers and products, to excite the imagination of the AB organization.
It's vital that your messages be consistent. If you are acquiring a smaller company and the deal is mostly about taking out costs, for instance, don't focus on a "Best of Both Organ-izations" in your first town-hall speech. In general, it's wise to concentrate on what the deal will mean in the future for your people, not on the synergies it will produce for the organization. Maintain momentum in the base business of both companies—and monitor their performance closely. It's easy for people in an organization to get caught up in the glamour of integrating two organizations.
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For the moment, that's where the action is. The future shape of the company, including jobs and careers, appears to be in the hands of the integration taskforces. But if management allows itself and the organization to get distracted, the base business of both companies will suffer. If everybody's trying to manage both the ongoing business and the integration, nobody will do either job well. The CEO must set the tone here. He or she should allocate the majority of time to the base business and maintain a focus on existing customers.
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Below the CEO, at least 90 percent of the organization should be focused on the base business, and these people should have clear targets and incentives to keep those businesses humming. Take particular care to make customer needs a priority and to bundle customer and stakeholder communications, especially when systems change and customers may be confused about who to deal with. Meanwhile, establish an aggressive integration timeline with a countdown to cutover—the day when the primary objectives of integration are completed and the two businesses begin operating as one. To make sure things stay on track, monitor the base business closely throughout the integration process.
Emphasize leading indicators like sales pipeline, employee retention and call-center volume. Olam ensured that a core part of the Queensland Cotton team remained focused on the base business, while putting together a separate team made up of Queensland Cotton and Olam employees to manage the integration.
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That helped the company navigate difficult conditions due to drought in Australia, while also growing their Brazil and US businesses well above the market. Olam's acquisitions contributed 16 percent to its total sales volumes in fiscal year and 23 percent to its earnings, which have grown at an overall rate of 45 percent CAGR since Once you have achieved integration, take the time to review the process. Evaluate how well it worked and what you would do differently next time. Get the playbook and the names of your integration experts down on paper, so that next time you will be able to do it better and faster-and you will be able to realize that much more value from a merger or acquisition.
Bain has done extensive research on what drives success in acquisitions, including two Learning Curve studies completed in and again in The data is compelling. Frequent acquirers consistently outperform infrequent acquirers as well as companies that do no deals at all.
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Over the last 15 years, a number of companies, including Cisco Systems, Danaher, Cardinal Health, Olam International and ITW, have shown that you can substantially beat the odds if you get the integration process right and make it a core competency. Free download. Book file PDF easily for everyone and every device. This Book have some digital formats such us :paperbook, ebook, kindle, epub, fb2 and another formats.
Contents: Post-merger integration - Wikipedia How the best acquirers excel at integration Product details Integrating cultures after a merger Would you like to tell us about a lower price?
Post-merger integration - Wikipedia Read more Read less. Ground integration in the objectives of the deal. Tackle the culture conundrum. How the best acquirers excel at integration An acquisition or merger needs a strong leader for the Decision Management Office. Product details Every organization has its own culture—the set of norms, values and assumptions that govern how people act and interact every day.
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