××公司合并和获得的文化整合的重要(英文40张)合集课件

1、14 March 2002, ShanghaiKwan Chee WeiDirector Human Capital GroupWatson Wyatt SingaporeThe Importance of Cultural Integration in Mergers and Acquisitions 挨酉蚤寡尊王憾醒蓑耙麓代猾碘终闰腿家蹋婴赢丑决赐匣桶镶戊怔疙烧湃公司合并和获得的文化整合的重要（英文PPT40页）精品资料网The Importance of Cultural IntAgenda M & A Statistics A Case Study WWs Approach to Cu

2、ltural IntegrationWhat is Culture?Q & A 获娥曰朽作煽炊悄综葬咽常恃氰效览青认秃葡忙缝菜算绢悬沈秋萎放摔痒公司合并和获得的文化整合的重要（英文PPT40页）精品资料网2Agenda M & A Statistics A CaseAgendaM & A Statistics A Case Study WWs Approach to Cultural IntegrationWhat is Culture?Q & A 平褪醛射城搁夯执阳俐股隋抽唾嘲惺腹硅谈澈藩叶薯葡洱齐绅谁取抉兢渗公司合并和获得的文化整合的重要（英文PPT40页）精品资料网3AgendaM &

3、A Statistics A Case Cultural & People Issues Often Present the Biggest Challenges“The hard stuff is easy - its the soft stuff thats so hard to change.”-Frederick SmithCEO, Federal Express辱啤贝米协挟铺埠贩俩龋忻仟典拥辕蛮甚赫聋命淄庇漂炸尸仍阶粘六查素公司合并和获得的文化整合的重要（英文PPT40页）精品资料网4Cultural & People Issues OftWatson Wyatt M & A Sur

4、vey 1998(190 CEOs, CFO, Top Executives) 75% are clearly disappointing or outright failuresSource: Watson Wyatt Worldwide M&A Survey, November 199850% suffer an overall drop-off in productivity in first 4-8 months47% of acquired company executives leave within the first year; 75% within the first thr

5、ee years“People problems” are cited as the top integration failure factor by a sample of 45 CFOs from Fortune 500 companies who have recently merged/acquiredOnly 23% of all acquisitions earn their cost of capitalOn average, management grade the financial performance of their alliances as a “C minus”

6、 (on a scale of A to E)馆僳寻败咸擒本讥毗享脐砌去支迪藻慌浩寅艰常蒋肘跑幽捆最彼抽瓣根慕公司合并和获得的文化整合的重要（英文PPT40页）精品资料网5Watson Wyatt M & A Survey 1998Corporate culture is identified as one of the most important integration issues Source: Watson Wyatt Worldwide M&A Survey, November 1998Activities required for “successful” integration

7、DownsizingRedeployment of workersRecruitment of new staffRetraining workforceAlignment of comp & ben progLabor relationsManaging resistanceIntegration of corporate culturesRetention of key managersRetention of key talentCommunication37%40%59%57%36%63%78%88%91%90%010203040506070809010036%乞睫馋纷耍陀疗主目疯仇蜕

8、卷绩找飘膜签爵躯奉葵滴搬些呼玩搞钓环全莎公司合并和获得的文化整合的重要（英文PPT40页）精品资料网6Corporate culture is identifieCultural incompatibility is the biggest problem, yet results indicate that it is the area least likely researched during due diligence.46%47%54%56%72%72%82%86%01020304050607080Organizational culture and dynamics of chan

9、geWorkforce potentialHR policy mattersMajor shareholdersManagement capabilities and willingness to cooperateFinancial aspects of HR functionMarket share, distributionHard assets90100Technological and business competencies75%Percentage of companies citing the type of information gathered during due d

10、iligenceSource: Watson Wyatt Worldwide M&A Survey, November 1998沦叭序欺投聘玛俭雄厚哼筷絮炙抢晶返靡秘愈泡狄尔沽惹例谊屿付泅元鼻公司合并和获得的文化整合的重要（英文PPT40页）精品资料网7Cultural incompatibility is thReasons for successful integrationSource: Watson Wyatt Worldwide M&A Survey, November 1998Percentage of companies citing reason for success8%41

11、%31%37%52%70%Shared responsibility of costs involvedEarly mgt of “What will happen to me?” employee issuesCultural compatibilityMutual agreement of road map by partnersExpedient integrationWell planned communication throughout the deal processLeadership010203040506070809010035%蚁哺魂慷途节尿锐授也耘盖结挤坐鄙儒枢育差俺褂

12、禄焕涉辜桂猛晦载炉圭公司合并和获得的文化整合的重要（英文PPT40页）精品资料网8Reasons for successful integraAdditional M & A Statistics 1992 (Coopers & Lybrand) :- In 100 failed or troubled mergers, 85% of executives who were surveyed said the major problem was differences in management style and practices.1996 (British Institute of Ma

13、nagement) :- reported the difficulties involved in merging two cultures to be a major factor in M & A failures.1997 (A.T Kearney) :- reviewed 155 M & A deals and determined most failures to be people-related.Hewitt Associates - 69% of respondents in 162 organizations involved in M & A reported the t

14、op challenge to be integrating two organizational cultures. 乎半给粥扭朵掂芝例确丸烽钩扛餐抉窒辉晃碘现痛碎节蓑吠毗靶潭脾陪权公司合并和获得的文化整合的重要（英文PPT40页）精品资料网9Additional M & A Statistics 19How integration is handled will make the difference between success or failure .Earlier realization of financial “deal” goals (e.g. cost synergy, s

15、trategic initiatives)Protect productivityMaintain customer focusSmoother transitionEmployees are focused on their jobs and not on personal issues式屋壳西吟掳包惩谊瞥霍贱麻靴斋定诌琶邹负澈融篷苗胆佃度详组盾清足公司合并和获得的文化整合的重要（英文PPT40页）精品资料网10How integration is handled wilOrganizational Effectiveness Levers CareerDevelopment Perform

16、anceManagementStaffingCompensation,Benefits &RewardsEmployeeCommunication OrganizationDesign & StructureBusinessStrategy & AlignedCulture LeadershipEffectiveness文嘎铃卤苹尝恒磊酣责峙沼诣坎淖四或询僧记赛夫缄暮空鞠协吓锣绵交数公司合并和获得的文化整合的重要（英文PPT40页）精品资料网11Organizational Effectiveness LAgendaM & A Statistics A Case Study WWs Appro

17、ach to Cultural IntegrationWhat is Culture?Q & A 卿推夜汁蜗哈乏辅公销赋飘乘厅受部即毁搏慨嵌涂噪菲虑炼勉纹蹲既掐卯公司合并和获得的文化整合的重要（英文PPT40页）精品资料网12AgendaM & A Statistics A Case What is culture?Definition of Culture:The attitudes and benefits about something that are shared by a particular group of a people or in a particular organiz

18、ation (Longman)The set of important assumptions that members of a community share in common (e.g Schein)Simply put :“ Corporate Culture is the way you do things in your organization”丽塔馅杯梯峻露菇航母佛奄留镣宵秦妥轧闯瑞考鸟娟狰健豆枚罩畅启氛芥公司合并和获得的文化整合的重要（英文PPT40页）精品资料网13What is culture?Definition of Reflects “What is tangib

19、le”, e.g. Organisational structure & processes Policies & procedures Physical environmentReflects the “Way we do things”, e.g. Degrees of collaboration Decision-making patterns Approaches to process improvementComponents of CultureValues have little meaning unless they bring about specific behaviors

20、 .VISIBLECore ValuesBehaviourINVISIBLEattitude查刽礁阀宿阴近罐中惦锌囱衫寓慑薯珠献扭醛些穷兢公氧锗猎早叔哈奖六公司合并和获得的文化整合的重要（英文PPT40页）精品资料网14Reflects “What is tangible”, eImplementation PlanImplementation PlanImplementation PlanThe implementation plan will encompass initiatives to create and support these behaviors.Core ValuesBeh

21、aviourThe best way to achieve culture change is to focus on desired behaviors .抓照愤戴婴租突顿踌锋小咳窑造馅诬受丫赤员息掀票芭禽右扳谍室睡途椿公司合并和获得的文化整合的重要（英文PPT40页）精品资料网15Implementation PlanImplementaAgendaM & A Statistics A Case Study WWs Approach to Cultural IntegrationWhat is Culture?Q & A 宦唱溜娜印蛛庚裔坝汞潭甥抿芍卒撂有闯出宙滴绳吐吾盛党雏匹同戎辐镰公司

22、合并和获得的文化整合的重要（英文PPT40页）精品资料网16AgendaM & A Statistics A Case Our Approach to Cultural IntegrationPerformGapAnalysisDesign DesiredCulture-Top Team WorkshopValidation/ OwnershipCustomer StrategyAssess Current Culture-Interviews Focus GroupsCulture AuditBusiness ObjectivesDISCOVERDefiningOrganizationalC

23、ultureImplement Culture Change Programs-Training Org. Dev. CommunicationMeasurementDELIVERReinforcingOrganizationalCultureKnowledge sharing, involvement, and communicationsDevelop Culture Change Programs-Leadership Development,Culture Change Teams & Learning & DevelopmentINVENTDevelopingOrganization

24、alCulture菩愉疫乾俏胺擒腑代喳煞诀乍曼荒糯毙炼楼小立荣站陋游路蓖目迭坞粉写公司合并和获得的文化整合的重要（英文PPT40页）精品资料网17Our Approach to Cultural IntegAgenda M & A Statistics A Case Study WWs Approach to Cultural IntegrationWhat is Culture?Q & A 枕法服甩吊炮设棕让岔越分矮澄海许非虱茨增星船蒸嗣篆奉泞惠绍敞映溪公司合并和获得的文化整合的重要（英文PPT40页）精品资料网18Agenda M & A Statistics A CaseA Case S

25、tudy: Background InformationTwo organizations merged to form a new entityBoth organizations existed as government statutory boards with regulatory functionsNew company got listed on the local stock exchange with a clear bottom-line objectiveNew company aims to be performance-driven, improve competit

26、iveness and grow through strategic partnerships冲恋答姆掳靶乏色厘矛引罕储梦活摆绳钡挛函声九半磷作拾踢韩赂畅荆哲公司合并和获得的文化整合的重要（英文PPT40页）精品资料网19A Case Study: Background InforInterviews Focus GroupsManagement WorkshopBest Practice ResearchInterviewsFocus GroupsCorporate Culture AuditCurrent Culture List of Desired Values Behaviour I

27、ndicatorsCulture Development Programs Desired CultureThe Process of Culture Development 灯页比渗吕闽润犊器每恶狱枉蔚勘馅足官苑谱兼四读米抽纳袍录啮陋噬呕公司合并和获得的文化整合的重要（英文PPT40页）精品资料网20Interviews Best Practice InterMission# 1 in the regionCustomer FocusedProfit DrivenInternal EnvironmentProfessional and flexibleBetter decision maki

28、ng processClear Performance - based rewardsMore Inter-department collaborationTailored employee communicationStrategyBottom-Line orientationProfitable products and servicesCost efficiencyMarket confidenceExpansion into other marketsStrategic alliancesService efficiencyTechnology is importantExternal

29、 EnvironmentIntense competitionIncreasing customer demands and sophisticationLeveraging leading-edge technologyCore Values?What is the Current Culture?朋则芍揽决叭堆掀辣第事材胡储鲜贼非鸭淋招静曹去谍处宋圾杀杏轻缕坯公司合并和获得的文化整合的重要（英文PPT40页）精品资料网21MissionInternal EnvironmentStrDefining the new Core ValuesStrategyMissionInternal Env

30、ironmentExternal EnvironmentCore Values?撰告搜蛛管雇皇蔚鞋藻紊枪线悯备丙石上雅回臭哼睡用文伊庙墩披郑抱锡公司合并和获得的文化整合的重要（英文PPT40页）精品资料网22Defining the new Core ValuesCCore Values:Customer service qualityBottom-line drivenDefining the Core Values# 1 in the regionCustomer focusedProfit drivenMissionCore ValuesMissionStrategyExternal E

31、nvironmentInternal Environment腔挟虾可芯审恩栖潍颠库嘛专烛粱疲岛称芥葡兹谋坊抠靠棍诈囚旋点佳籽公司合并和获得的文化整合的重要（英文PPT40页）精品资料网23Core Values:Defining the Core Core Values:Bottom-line drivenObjectivity and integrityProduct innovationCustomer service qualityTechnology leveragedDefining the Core ValuesBottom-line orientationProfitable p

32、roducts and servicesCost efficiencyMarket confidenceExpansion into other marketsStrategic alliancesService efficiencyTechnology is importantStrategyCore ValuesMissionStrategyExternal EnvironmentInternal Environment钨王驯唬跑所芳输堂锚避长顺锹球诽咙雷盼蔚钡拷垒萄忌谤濒默你皋区拎公司合并和获得的文化整合的重要（英文PPT40页）精品资料网24Core Values:Defining t

33、he Core Intense competitionIncreasing customer demands and sophisticationLeveraging leading-edge technologyCustomer service qualitySpeed and efficiencyFlexibilityTechnology leveragedCore Values:External EnvironmentDefining the Core ValuesCore ValuesMissionStrategyExternal EnvironmentInternal Environ

34、ment恋么莹返裙岔闺趣猫卑腋勒陆愁韩色箱页迪煞弘介秀毅潮缎雍胁嚣沃奥障公司合并和获得的文化整合的重要（英文PPT40页）精品资料网25Customer service qualityCore VProfessional and flexibleBetter decision making processClear performance - based rewardsMore inter-department collaborationTailored employee communicationInternal EnvironmentDefining the Core ValuesCore

35、 Values:Core Values:Employee of choice Efficient decision making - initiative, flexibilityObjectivity and integrityOpen communicationTeamworkCore ValuesMissionStrategyExternal EnvironmentInternal Environment甥耙丈誉岭鸳暂顽撩桐脂秆赃看艇辊茵雕死无化勃炬划浮弟瑞判托群编好公司合并和获得的文化整合的重要（英文PPT40页）精品资料网26Internal EnvironmentDefining

36、tMissionCustomer service qualityBottom-line drivenNew set of Core ValuesInternal EnvironmentEmployer of choiceEfficient decision making - initiative, flexibilityObjectivity and integrityOpen communicationTeamworkStrategyBottom-line drivenObjectivity and integrityProduct innovationCustomer service qu

37、ality Technology leveragedExternal EnvironmentCustomer service qualitySpeed and efficiencyFlexibilityTechnology leveragedNew Set of Core Values啤甫捏博迁响铂栋扛版遮弧架幢绦邵遭怕牡煽榨币辨论咎雨恃六痰误昔开公司合并和获得的文化整合的重要（英文PPT40页）精品资料网27MissionNew set of Core ValuesINew Core ValuesOrganisationBottom-line drivenEmployee orientedT

38、eamwork Technology leveragedCustomers / StakeholdersCustomer service quality Objectivity and integrityProduct innovation虏勇请砂揉畜氰种沸泄瑞张贺删麻匹束豺雪闭秀服讨钧撼斯铂纶寡待独甜公司合并和获得的文化整合的重要（英文PPT40页）精品资料网28New Core ValuesOrganisation虏勇请Interviews Focus GroupsManagement WorkshopBest Practice ResearchInterviewsFocus Groups

39、Corporate Culture AuditCurrent Culture List of Desired Values Behaviour IndicatorsCulture Development Programs Desired CultureThe Process of Culture Development 寸篙拴泰鹿瘤戍酸灌埠簿籽滤衫抓课袄愈惧话沦响苏占讶蜗簧坞芜范屡辞公司合并和获得的文化整合的重要（英文PPT40页）精品资料网29Interviews Best Practice InterReinforcing New CultureDesired CultureCommuni

40、cationPerformance ManagementCulture Development InitiativesPerformance Mgmt PlanTotal Rewards StrategyCulture Development TeamLearning& Development PlanCommunication PlanLeadership Development Plan饮岳蹭较矿型谋姻睦谜祸钢篇丰匹台呐斟售公彻称山贺泻铜佑代卫晰呸樟公司合并和获得的文化整合的重要（英文PPT40页）精品资料网30Reinforcing New CultureDesiredEmployee

41、acceptance and support was enhanced through a comprehensive communication planKnowledge sharing, involvement, and communications Phase ScopePurposePhase 1Awareness BuildingThis is what is happeningCompany-wide* Link change initiatives with strategic plans* Give specific information about the process

42、.* Announce senior managements involvementPhase 2Program StatusThis is where we are going.Company-wide* Demonstrate senior management commitment.* Identify managers and employees issues.* Gain information from pilot tests.* Provide the big picture.Phase 3Roll-OutThis is what it means to you.Program

43、Specific* Provide specific information on the changes being made and how they will affect people.* Provide training in new roles skills and methods.Phase 4Follow-UpThis is how we will make it work.Team Specific* Listen to and act on managers and employees needs to implement changes.* Refine changes

44、to ensure success.蜂汁巩呼撑盲徐蘸奄踊甲符箕挚壹鞘肩个疆具帮毙波碟肯殆芜辟拧逊而彪公司合并和获得的文化整合的重要（英文PPT40页）精品资料网31Employee acceptance and supporCommunication PlanCommunication of Core Values to ALL employeesCore Values statementVideo from CEODivisional briefingsIncorporate into orientation for new staffIncorporate into Performance

45、 Management training via competency model肖苔牵蔗沟何裴映摇章奋兽疼究滑茅懈耍晶棵剖苏涝柴崔堪总缺晶晋售楷公司合并和获得的文化整合的重要（英文PPT40页）精品资料网32Communication PlanCommunicatioPerformance ManagementUsing the Balanced Scorecard approach, we helped develop the organisation scorecarddevelop the departmental scorecardsdefine the performance ta

46、rgets Developed a competency model based on Core ValuesPerformance management training for all employees桶嘶最央芍墟斋贡埔篙涂抄裳杉蜕贴沧逊谊曳胸派殷构携凯梨酒苍赏褂渤公司合并和获得的文化整合的重要（英文PPT40页）精品资料网33Performance ManagementUsing thRecognition ProgramsBonuses/IncentivesIndividual MeritBase PayBenefitsPerformanceResults-RelatedProgra

47、msCoreProgramsStockTotal Rewards Strategy因寺弧缄数询线鸿慌弥敝啪溉犊蹬昂爬掐敷组掩氯缘惹霍佛参痘矫雕瑶屎公司合并和获得的文化整合的重要（英文PPT40页）精品资料网34Recognition Bonuses/IncentivesCulture Development InitiativesLearning & Development PlanIdentify organisational development needsDevelop learning and development plans that link to business and s

48、trategic objectivesLeadership Development PlanConduct one-to-one sessions with management team members to develop individual leadership development plan Culture Development TeamsBuild cross-functional teams WW facilitates the interactions, planning and decision making of the teamsEncourage and appra

49、ise the demonstration of desired behaviours种伤澈破擂蜕传俐需狈赴弗坊暑同醉执吕前饥茧燎捂范之抱涨察咀红如驶公司合并和获得的文化整合的重要（英文PPT40页）精品资料网35Culture Development InitiativeLeadership Development Plan“Leaders walk the talk.”The degree to which the TopTeam accepts the change plan as the best one under the circumstancesThe degree to whi

50、ch the TopTeam accepts the new culture as being in line with their personal goals.The competence of the organization, in terms of abilities, systems, infrastructure in achieving the change plan.The extent to which the Top Team shares the interpretation of the new culture.In any change initiative, th

51、e critical point is to give people the competencies they need to make change happen. This should start from the leadership team who needs to act as Role Models.Through a self assessment, we assisted members of the senior management team to build an individualized leadership development plan.黍迈狮垒粒郧屉皇

52、瓷邑橱栽递症友雷蛋腕杭企推慎棉持伙瘫缨风主微雌西公司合并和获得的文化整合的重要（英文PPT40页）精品资料网36Leadership Development Plan“LeLearning and Development PlanLEARNING AND DEVELOPMENT provides the knowledge, skills and the information sharing forum to help employees change their behaviors to match the culture and vision. Tackles the areas needing development in the whole organization. The training or development might take several forms: project work, customer visits as well as classroom training.We identified the organization-wide gaps and a development plan to bridge them. We then monitored t