華信惠悅-importanceofculturalintegrationinma(ppt40)-經(jīng)營(yíng)管理-wenkub.com
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【正文】 s and employees39。 Development Plan Communication Plan Leadership Development Plan 31 Employee acceptance and support was enhanced through a prehensive munication plan Knowledge sharing, involvement, and munications Phase Scope Purpose Phase 1 Awareness Building This is what is happening Companywide * Link change initiatives with strategic plans * Give specific information about the process. * Announce senior management39。 Learning amp。 processes ? Policies amp。 Structure Business Strategy amp。 A failures. ? 1997 ( Kearney) : reviewed 155 M amp。A Survey, November 1998 8 Reasons for successful integration 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。 A Statistics A Case Study WW’s Approach to Cultural Integration What is Culture? Q amp。W W W . W A T S O N W Y A T T . C O M 14 March 2020, Shanghai Kwan Chee Wei Director Human Capital Group Watson Wyatt Singapore The Importance of Cultural Integration in Mergers and Acquisitions 2 Agenda M amp。 A 4 ‘Cultural 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 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。 A deals and determined most failures to be peoplerelated. ? Hewitt Associates 69% of respondents in 162 anizations involved in M amp。 Aligned Culture Leadership Effectiveness 12 Agenda M amp。 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。 Development INVENT Developing Organizational Culture 18 Agenda M amp。s involvement Phase 2 Program Status This is where we are going. Companywide * Demonstrate senior management mitment. * Identify managers39。 needs to imple
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