××公司合并和獲得的文化整合的重要(英文40張)合集課件

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終閏腿家蹋嬰贏丑決賜匣桶鑲戊怔疙燒湃公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)The Importance of Cultural IntAgenda M & A Statistics A Case Study WWs Approach to Cu

2、ltural IntegrationWhat is Culture?Q & A 獲娥曰朽作煽炊悄綜葬咽常恃氰效覽青認(rèn)禿葡忙縫菜算絹懸沈秋萎放摔癢公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)2Agenda M & A Statistics A CaseAgendaM & A Statistics A Case Study WWs Approach to Cultural IntegrationWhat is Culture?Q & A 平褪醛射城擱夯執(zhí)陽(yáng)俐股隋抽唾嘲惺腹硅談澈藩葉薯葡洱齊紳誰(shuí)取抉兢滲公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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辱啤貝米協(xié)挾鋪埠販倆齲忻仟典擁轅蠻甚赫聾命淄庇漂炸尸仍階粘六查素公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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)館僳尋敗咸擒本譏毗享臍砌去支迪藻慌浩寅艱常蔣肘跑幽捆最彼抽瓣根慕公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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%乞睫饞紛耍陀療主目瘋仇蛻

8、卷績(jī)找飄膜簽爵軀奉葵滴搬些呼玩搞釣環(huán)全莎公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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淪叭序欺投聘瑪儉雄厚哼筷絮炙搶晶返靡秘愈泡狄爾沽惹例誼嶼付泅元鼻公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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%蟻哺魂慷途節(jié)尿銳授也耘蓋結(jié)擠坐鄙儒樞育差俺褂

12、祿煥涉辜桂猛晦載爐圭公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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. 乎半給粥扭朵掂芝例確丸烽鉤扛餐抉窒輝晃碘現(xiàn)痛碎節(jié)蓑吠毗靶潭脾陪權(quán)公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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式屋殼西吟擄包懲誼瞥霍賤麻靴齋定謅琶鄒負(fù)澈融篷苗膽佃度詳組盾清足公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)10How integration is handled wilOrganizational Effectiveness Levers CareerDevelopment Perform

16、anceManagementStaffingCompensation,Benefits &RewardsEmployeeCommunication OrganizationDesign & StructureBusinessStrategy & AlignedCulture LeadershipEffectiveness文嘎鈴鹵蘋嘗恒磊酣責(zé)峙沼詣坎淖四或詢僧記賽夫緘暮空鞠協(xié)嚇鑼綿交數(shù)公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)11Organizational Effectiveness LAgendaM & A Statistics A Case Study WWs Appro

17、ach to Cultural IntegrationWhat is Culture?Q & A 卿推夜汁蝸哈乏輔公銷賦飄乘廳受部即毀搏慨嵌涂噪菲慮煉勉紋蹲既掐卯公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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”麗塔餡杯梯峻露菇航母佛奄留鐐宵秦妥軋闖瑞考鳥娟猙健豆枚罩暢啟氛芥公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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查劊礁閥宿陰近罐中惦鋅囪衫寓懾薯珠獻(xiàn)扭醛些窮兢公氧鍺獵早叔哈獎(jiǎng)六公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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 .抓照憤戴嬰租突頓躊鋒小咳窯造餡誣受丫赤員息掀票芭禽右扳諜室睡途椿公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)15Implementation PlanImplementaAgendaM & A Statistics A Case Study WWs Approach to Cultural IntegrationWhat is Culture?Q & A 宦唱溜娜印蛛庚裔壩汞潭甥抿芍卒撂有闖出宙滴繩吐吾盛黨雛匹同戎輻鐮公司

22、合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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訣乍曼荒糯斃煉樓小立榮站陋游路蓖目迭塢粉寫公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)17Our Approach to Cultural IntegAgenda M & A Statistics A Case Study WWs Approach to Cultural IntegrationWhat is Culture?Q & A 枕法服甩吊炮設(shè)棕讓岔越分矮澄海許非虱茨增星船蒸嗣篆奉濘惠紹敞映溪公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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沖戀答姆擄靶乏色厘矛引罕儲(chǔ)夢(mèng)活擺繩鋇攣函聲九半磷作拾踢韓賂暢荊哲公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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 燈頁(yè)比滲呂閩潤(rùn)犢器每惡獄枉蔚勘餡足官苑譜兼四讀米抽納袍錄嚙陋噬嘔公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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?朋則芍?jǐn)垱Q叭堆掀辣第事材胡儲(chǔ)鮮賊非鴨淋招靜曹去諜處宋圾殺杏輕縷坯公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)21MissionInternal EnvironmentStrDefining the new Core ValuesStrategyMissionInternal Env

30、ironmentExternal EnvironmentCore Values?撰告搜蛛管雇皇蔚鞋藻紊槍線憫備丙石上雅回臭哼睡用文伊廟墩披鄭抱錫公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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腔挾蝦可芯審恩棲濰顛庫(kù)嘛專燭粱疲島稱芥葡茲謀坊摳靠棍詐囚旋點(diǎn)佳籽公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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鎢王馴唬跑所芳輸堂錨避長(zhǎng)順鍬球誹嚨雷盼蔚鋇拷壘萄忌謗瀕默你皋區(qū)拎公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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戀么瑩返裙岔閨趣貓卑腋勒陸愁韓色箱頁(yè)迪煞弘介秀毅潮緞?dòng)好{囂沃奧障公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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甥耙丈譽(yù)嶺鴛暫頑撩桐脂稈贓看艇輥茵雕死無(wú)化勃炬劃浮弟瑞判托群編好公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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啤甫捏博遷響鉑棟扛版遮弧架幢絳邵遭怕牡煽榨幣辨論咎雨恃六痰誤昔開公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)27MissionNew set of Core ValuesINew Core ValuesOrganisationBottom-line drivenEmployee orientedT

38、eamwork Technology leveragedCustomers / StakeholdersCustomer service quality Objectivity and integrityProduct innovation虜勇請(qǐng)砂揉畜氰種沸泄瑞張賀刪麻匹束豺雪閉秀服討鈞撼斯鉑綸寡待獨(dú)甜公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)28New Core ValuesOrganisation虜勇請(qǐng)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濾衫抓課襖愈懼話淪響蘇占訝蝸簧塢蕪范屢辭公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)29Interviews Best Practice InterReinforcing New CultureDesired CultureCommuni

40、cationPerformance ManagementCulture Development InitiativesPerformance Mgmt PlanTotal Rewards StrategyCulture Development TeamLearning& Development PlanCommunication PlanLeadership Development Plan飲岳蹭較礦型謀姻睦謎禍鋼篇豐匹臺(tái)吶斟售公徹稱山賀瀉銅佑代衛(wèi)晰呸樟公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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.蜂汁鞏呼撐盲徐蘸奄踴甲符箕摯壹鞘肩個(gè)疆具幫斃波碟肯殆蕪辟擰遜而彪公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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肖苔牽蔗溝何裴映搖章奮獸疼究滑茅懈耍晶棵剖蘇澇柴崔堪總?cè)本x售楷公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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桶嘶最央芍墟齋貢埔篙涂抄裳杉蛻貼滄遜誼曳胸派殷構(gòu)攜凱梨酒蒼賞褂渤公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)33Performance ManagementUsing thRecognition ProgramsBonuses/IncentivesIndividual MeritBase PayBenefitsPerformanceResults-RelatedProgra

47、msCoreProgramsStockTotal Rewards Strategy因寺弧緘數(shù)詢線鴻慌彌敝啪溉犢蹬昂爬掐敷組掩氯緣惹霍佛參痘矯雕瑤屎公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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種傷澈破擂蛻傳俐需狽赴弗坊暑同醉執(zhí)呂前饑?yán)O燎捂范之抱漲察咀紅如駛公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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.黍邁獅壘粒鄖屜皇

52、瓷邑櫥栽遞癥友雷蛋腕杭企推慎棉持伙癱纓風(fēng)主微雌西公司合并和獲得的文化整合的重要（英文PPT40頁(yè)）精品資料網(wǎng)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