【正文】 A Statistics A Case Study WW’s Approach to Cultural Integration What is Culture? Q amp。 A Statistics ? 1992 (Coopers amp。 A 3 Agenda M amp。 Rewards Employee Communication Organization Design amp。 issues. * Gain information from pilot tests. * Provide the big picture. Phase 3 RollOut This is what it means to you. Program Specific * Provide specific information on the changes being made and how they will affect people. * Provide training in new roles skills and methods. Phase 4 FollowUp This is how we will make it work. Team Specific * Listen to and act on manager39。 procedures ? Physical environment Reflects the “Way we do things”, . ? Degrees of collaboration ? Decisionmaking patterns ? Approaches to process improvement Components of Culture Values have little meaning unless they bring about specific behaviors ... VISIBLE Core Values Behaviour INVISIBLE attitude 15 Implementation Plan The implementation plan will enpass initiatives to create and support these behaviors. Core Values Behaviour The best way to achieve culture change is to focus on desired behaviors ... 16 Agenda M amp。 75% within the first three years ? “ People problems” are cited as the top integration failure factor by a sample of 45 CFOs from Fortune 500 panies who have recently merged/acquired ? Only 23% of all acquisitions earn their cost of capital ? On average, management grade the financial performance of their alliances as a “C minus” (on a scale of A to E) 6 Corporate culture is identified as one of the most important integration issues Source: Watson Wyatt Worldwide Mamp。A Survey, November 1998 ? 50% suffer an overall dropoff in productivity in first 48 months ? 47% of acquired pany executives leave within the first year。 processes ? Policies amp。s and employees39。 Structure Business Strategy amp。 A Statistics A Case Study WW’s Approach to Cultural Integration What is Culture? Q amp。A Survey, November 1998 Percentage of panies citing reason for success 8% 41% 31% 37% 52% 70% Shared responsibility of costs involved Early mgt of “What will happen to me?” employee issues Cultural patibility Mutual agreement of road map by partners Expedient integration Well planned munication throughout the deal process Leadership 0 10 20 30 40 50 60 70 80 90 100 35% 9 Additional M amp。 Development INVENT Developing Organizational Culture 18 Agenda M amp。 A 19 A Case Study: Background Information ? Two anizations merged to form a new entity ? Both anizations existed as government statutory boards with regulatory functions ? New pany got listed on the local stock exchange with a clear bottomline objective ? New pany aims to be performancedriven, improve petitiveness and grow through strategic partnerships 20 ? Interviews ? Focus Groups ? Management Workshop Best Practice Research ? Interviews ? Focus Groups ? Corporate Culture Audit Current Culture ? List of Desired Values ? Behaviour Indicators Culture Development Programs Desired Cultur