Lessons Learned


  • Try to make sure that you keep key employees.

    Now you cannot assume that you cannot detect and determine who is key. Therefore, you should start by assuming everyone is critical. It will take detailed observations and involvement—being passive here may involve employees leaving. Then you have to determine whether they were good. However, they are gone, so you can take no action. It is too late.

  • The composition of the team at the start can play a major part in the outcome and success or failure of the merger or acquisition.

    The composition of the combination team can make a big impact on the result. For example, if the finance and accounting people dominate the effort, then less attention may be paid to other processes and systems. If human resources is dominant, then they may focus on organization. The inference is that you should have multiple teams involved. Establish action teams across the organizations in different areas that are process focused.

  • There is a need to look at potential mergers from different points of view. You should go beyond management and organization. Other perspectives are: (1) IT organization; (2) key suppliers; (3) important customer segments; (4) business processes; (5) IT systems. Consider different transactions to do comparative analysis.

  • There is benefit in collaborative detailed analysis. The benefit from having collaboration among employees goes beyond the information and analysis that result. You can build a pattern of behavior of working together.

  • There is a need to establish a positive, joint attitude at the start. Attitude at the start of a combination effort is critical. There can be no belief that their processes or organization is the best. There is a need to be positive neutral. By that we mean it is significant to be positive about the result, but neutral about the approach and details.

  • Adequate resources should be devoted to process and systems integration. There is a problem in getting resources to perform these integration tasks. They have to do their normal work so there is little time to engage in this work.




International Project Management
International Project Management: Leadership in Complex Environments
ISBN: 0470578823
EAN: 2147483647
Year: 2003
Pages: 154

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