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【正文】 2023年 3月 22日星期三 10時(shí) 45分 30秒 22:45:3022 March 2023 1一個(gè)人即使已登上頂峰，也仍要自強(qiáng)不息。勝人者有力，自勝者強(qiáng)。 , March 22, 2023 閱讀一切好書如同和過去最杰出的人談話。 2023年 3月 22日星期三 下午 10時(shí) 45分 30秒 22:45: 1楚塞三湘接，荊門九派通。 22:45:3022:45:3022:453/22/2023 10:45:30 PM 1成功就是日復(fù)一日那一點(diǎn)點(diǎn)小小努力的積累。 2023年 3月 下午 10時(shí) 45分 :45March 22, 2023 1行動(dòng)出成果，工作出財(cái)富。 :45:3022:45Mar2322Mar23 1故人江海別，幾度隔山川。s and employees39。 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) 5 Corporate culture is identified as one of the most important integration issues Source: Watson Wyatt Worldwide MA Survey, November 1998 Activities required for “successful” integration Downsizing Redeployment of workers Recruitment of new staff Retraining workforce Alignment of p ben prog Labor relations Managing resistance Integration of corporate cultures Retention of key managers Retention of key talent Communication 37% 40% 59% 57% 36% 63% 78% 88% 91% 90% 0 10 20 30 40 50 60 70 80 90 100 36% 6 Cultural inpatibility 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% 0 10 20 30 40 50 60 70 80 Organizational culture and dynamics of change Workforce potential HR policy matters Major shareholders Management capabilities and willingness to cooperate Financial aspects of HR function Market share, distribution Hard assets 90 100 Technological and business petencies 75% Percentage of panies citing the type of information gathered during due diligence Source: Watson Wyatt Worldwide MA Survey, November 1998 7 Reasons for successful integration Source: Watson Wyatt Worldwide MA 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% 8 Additional 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 Management) : reported the difficulties involved in merging two cultures to be a major factor in M A failures. ? 1997 ( Kearney) : reviewed 155 M A deals and determined most failures to be peoplerelated. ? Hewitt Associates 69% of respondents in 162 anizations involved in M A reported the top challenge to be integrating two anizational cultures. 9 How integration is handled will make the difference between success or failure ... ? Earlier realization of financial “deal” goals (. cost synergy, strategic initiatives) ? Protect productivity ? Maintain customer focus ? Smoother transition ? Employees are focused on their jobs and not on personal issues 10 Organizational Effectiveness Levers Career Development Performance Management Staffing
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