XX公司合并和獲得的文化整合的重要

KwanCheeWeiDirectorHumanCapitalGroupWatsonWyattSingaporeTheImportanceofCulturalIntegrationinMergersandAcquisitionsAgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A2AgendaM&AStatistics

ACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A3‘Cultural&People’IssuesOftenPresenttheBiggestChallenges“Thehardstuffiseasy-it’sthesoftstuffthat’ssohardtochange.”

- FrederickSmith

CEO,FederalExpress4WatsonWyattM&ASurvey1998

(190CEOs,CFO,TopExecutives)75%areclearlydisappointingoroutrightfailuresSource:WatsonWyattWorldwideM&ASurvey,November199850%sufferanoveralldrop-offinproductivityinfirst4-8months47%ofacquiredcompanyexecutivesleavewithinthefirstyear;75%withinthefirstthreeyears“Peopleproblems”arecitedasthetopintegrationfailurefactorbyasampleof45CFOsfromFortune500companieswhohaverecentlymerged/acquiredOnly23%ofallacquisitionsearntheircostofcapitalOnaverage,managementgradethefinancialperformanceoftheiralliancesasa“Cminus”(onascaleofAtoE)5CorporatecultureisidentifiedasoneofthemostimportantintegrationissuesSource:WatsonWyattWorldwideM&ASurvey,November1998Activitiesrequiredfor“successful”integrationDownsizingRedeploymentofworkersRecruitmentofnewstaffRetrainingworkforceAlignmentofcomp&benprogLaborrelationsManagingresistanceIntegrationofcorporateculturesRetentionofkeymanagersRetentionofkeytalentCommunication37%40%59%57%36%63%78%88%91%90%010203040506070809010036%6Culturalincompatibilityisthebiggestproblem,yetresultsindicatethatitisthearealeastlikelyresearchedduringduediligence.46%47%54%56%72%72%82%86%01020304050607080OrganizationalcultureanddynamicsofchangeWorkforcepotentialHRpolicymattersMajorshareholdersManagementcapabilitiesandwillingnesstocooperateFinancialaspectsofHRfunctionMarketshare,distributionHardassets90100Technologicalandbusinesscompetencies75%PercentageofcompaniescitingthetypeofinformationgatheredduringduediligenceSource:WatsonWyattWorldwideM&ASurvey,November19987ReasonsforsuccessfulintegrationSource:WatsonWyattWorldwideM&ASurvey,November1998Percentageofcompaniescitingreasonforsuccess8%41%31%37%52%70%SharedresponsibilityofcostsinvolvedEarlymgtof“Whatwillhappentome?”employeeissuesCulturalcompatibilityMutualagreementofroadmapbypartnersExpedientintegrationWellplannedcommunicationthroughoutthedealprocessLeadership010203040506070809010035%8AdditionalM&AStatistics1992(Coopers&Lybrand):-In100failedortroubledmergers,85%ofexecutiveswhoweresurveyedsaidthemajorproblemwasdifferencesinmanagementstyleandpractices.1996(BritishInstituteofManagement):-reportedthedifficultiesinvolvedinmergingtwoculturestobeamajorfactorinM&Afailures.1997(A.TKearney):-reviewed155M&Adealsanddeterminedmostfailurestobepeople-related.HewittAssociates-69%ofrespondentsin162organizationsinvolvedinM&Areportedthetopchallengetobeintegratingtwoorganizationalcultures.9Howintegrationishandledwillmakethedifferencebetweensuccessorfailure...Earlierrealizationoffinancial“deal”goals(e.g.costsynergy,strategicinitiatives)ProtectproductivityMaintaincustomerfocusSmoothertransitionEmployeesarefocusedontheirjobsandnotonpersonalissues10OrganizationalEffectivenessLeversCareerDevelopmentPerformance

ManagementStaffingCompensation,

Benefits&RewardsEmployee

CommunicationOrganization

Design&StructureBusiness

Strategy&Aligned

CultureLeadershipEffectiveness11AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A12Whatisculture?DefinitionofCulture:Theattitudesandbenefitsaboutsomethingthataresharedbyaparticulargroupofapeopleorinaparticularorganization(Longman)Thesetofimportantassumptionsthatmembersofacommunityshareincommon(e.gSchein)Simplyput:“CorporateCultureisthewayyoudothingsinyourorganization””13Reflects“Whatistangible”,e.g.Organisationalstructure&processesPolicies&proceduresPhysicalenvironmentReflectsthe“Waywedothings””,e.g.DegreesofcollaborationDecision-makingpatternsApproachestoprocessimprovementComponentsofCultureValueshavelittlemeaningunlesstheybringaboutspecificbehaviors...VISIBLECoreValuesBehaviourINVISIBLEattitude14Implementation

PlanImplementation

PlanImplementationPlanTheimplementationplanwillencompassinitiativestocreateandsupportthesebehaviors.CoreValuesBehaviourThebestwaytoachieveculturechangeistofocusondesiredbehaviors...15AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A16OurApproachtoCulturalIntegrationPerform

Gap

AnalysisDesignDesired

Culture------------TopTeamWorkshopValidation/OwnershipCustomerStrategyAssessCurrent

Culture------------InterviewsFocusGroupsCultureAuditBusinessObjectivesDISCOVERDefiningOrganizationalCultureImplementCultureChangePrograms-----------TrainingOrg.Dev.CommunicationMeasurementDELIVERReinforcingOrganizationalCultureKnowledgesharing,involvement,andcommunicationsDevelopCultureChangePrograms-------------LeadershipDevelopment,CultureChangeTeams&Learning&DevelopmentINVENTDevelopingOrganizationalCulture17AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A18ACaseStudy:BackgroundInformationTwoorganizationsmergedtoformanewentityBothorganizationsexistedasgovernmentstatutoryboardswithregulatoryfunctionsNewcompanygotlistedonthelocalstockexchangewithaclearbottom-lineobjectiveNewcompanyaimstobeperformance-driven,improvecompetitivenessandgrowthroughstrategicpartnerships19InterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCulture

ListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessofCultureDevelopment20Mission#1intheregionCustomerFocusedProfitDrivenInternalEnvironmentProfessionalandflexibleBetterdecisionmakingprocessClearPerformance-basedrewardsMoreInter-departmentcollaborationTailoredemployeecommunicationStrategyBottom-LineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantExternalEnvironmentIntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCoreValues??WhatistheCurrentCulture?21Definingthenew

CoreValuesStrategyMissionInternalEnvironmentExternalEnvironmentCoreValues??22CoreValues:CustomerservicequalityBottom-linedrivenDefiningtheCore

Values#1intheregionCustomerfocusedProfitdrivenMissionCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment23CoreValues:Bottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedDefiningtheCore

ValuesBottom-lineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantStrategyCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment24IntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedCoreValues:ExternalEnvironmentDefiningtheCore

ValuesCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment25ProfessionalandflexibleBetterdecisionmakingprocessClearperformance-basedrewardsMoreinter-departmentcollaborationTailoredemployeecommunicationInternalEnvironmentDefiningtheCore

ValuesCoreValues:CoreValues:EmployeeofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment26MissionCustomerservicequalityBottom-linedrivenNewsetofCoreValuesInternalEnvironmentEmployerofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkStrategyBottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedExternalEnvironmentCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedNewSetofCoreValues27NewCoreValuesOrganisationBottom-linedrivenEmployeeorientedTeamworkTechnologyleveragedCustomers/StakeholdersCustomerservicequalityObjectivityandintegrityProductinnovation28InterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCulture

ListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessofCultureDevelopment29ReinforcingNewCultureDesiredCultureCommunicationPerformanceManagementCultureDevelopmentInitiativesPerformanceMgmtPlanTotalRewardsStrategyCultureDevelopmentTeamLearning&DevelopmentPlanCommunicationPlanLeadershipDevelopmentPlan30EmployeeacceptanceandsupportwasenhancedthroughacomprehensivecommunicationplanKnowledgesharing,involvement,andcommunications

Phase

ScopePurposePhase1AwarenessBuilding"Thisiswhatishappening"Company-wide*Linkchangeinitiativeswithstrategicplans*Givespecificinformationabouttheprocess.*Announceseniormanagement'sinvolvementPhase2ProgramStatus"Thisiswherewearegoing."Company-wide*Demonstrateseniormanagementcommitment.*Identifymanagers'andemployees'issues.*Gaininformationfrompilottests.*Providethe"bigpicture".Phase3Roll-Out"Thisiswhatitmeanstoyou."ProgramSpecific*Providespecificinformationonthechanges

beingmadeandhowtheywillaffectpeople.*Providetraininginnewrolesskillsandmethods.Phase4Follow-Up"Thisishowwewillmakeitwork."TeamSpecific*Listentoandactonmanager'sandemployees'

needstoimplementchanges.*Refinechangestoensuresuccess.31CommunicationPlanCommunicationofCoreValuestoALLemployeesCoreValuesstatementVideofromCEODivisionalbriefingsIncorporateintoorientationfornewstaffIncorporateintoPerformanceManagementtrainingviacompetencymodel32PerformanceManagementUsingtheBalancedScorecardapproach,wehelpeddeveloptheorganisationscorecarddevelopthedepartmentalscorecardsdefinetheperformancetargetsDevelopedacompetencymodelbasedonCoreValuesPerformancemanagementtrainingforallemployees33RecognitionProgramsBonuses/IncentivesIndividualMeritBasePayBenefitsPerformanceResults-RelatedProgramsCoreProgramsStockTotalRewardsStrategy34CultureDevelopmentInitiativesLearning&DevelopmentPlanIdentifyorganisationaldevelopmentneedsDeveloplearninganddevelopmentplansthatlinktobusinessandstrategicobjectivesLeadershipDevelopmentPlanConductone-to-onesessionswithmanagementteammemberstodevelopindividualleadershipdevelopmentplanCultureDevelopmentTeamsBuildcross-functionalteamsWWfacilitatestheinteractions,planninganddecisionmakingoftheteamsEncourageandappraisethedemonstrationofdesiredbehaviours35LeadershipDevelopmentPlan“Leaderswalkthetalk.”ThedegreetowhichtheTopTeamacceptsthechangeplanasthebestoneunderthecircumstancesThedegreetowhichtheTopTeamacceptsthenewcultureasbeinginlinewiththeirpersonalgoals.Thecompetenceoftheorganization,intermsofabilities,systems,infrastructureinachievingthechangeplan.TheextenttowhichtheTopTeamsharestheinterpretationofthenewculture.Inanychangeinitiative,thecriticalpointistogivepeoplethecompetenciestheyneedtomakechangehappen.ThisshouldstartfromtheleadershipteamwhoneedstoactasRoleModels.Throughaselfassessment,weassistedmembersoftheseniormanagementteamtobuildanindividualizedleadershipdevelopmentplan.36LearningandDevelopmentPlanLEARNINGANDDEVELOPMENTprovidestheknowledge,skillsandtheinformationsharingforumtohelpemployeeschangetheirbehaviorstomatchthecultureandvision.Tacklestheareasneedingdevelopmentinthewholeorganization.Thetrainingordevelopmentmighttakeseveralforms:projectwork,customervisitsaswellasclassroomtraining.Weidentifiedtheorganization-widegapsandadevelopmentplantobridgethem.Wethenmonitoredtheimplementationoftheplan.37TeamscreatedwithineachBusinessUnittoaddressexistingbarriersthatpreventthedesiredculturefrombeingdemonstrated.Issuesmayinvolve:rulesandpoliciesgoalsandmeasuresphysicalenvironmentorganizationalstructureHRcultureteamscanaddresstheseissues:staffingandselectiontraininganddevelopmentceremoniesandeventsrewardsandrecognitionCultureDevelopmentTeamsCULTUREDEVELOPMENTTEAMSinstillnewculture,valuesandbehaviorsbysolvingcriticalbusinessproblems,causedbyoldworkcultureandthinking,thatpreventusfrommosteffectivelysupportingthestrategy.38OrganizationMeasurementSurveys“Wekeepacontinualpulsecheckonwhetherwearestayingtruetoourculture/vision.”MEASUREMENTRegularlytracksthecurrentstateandprogresstoenablereadjustmentofgoalsandmethodsMethodsmightinclude:CultureAudits360DegreeFeedbackEmployeeOpinionSurveysCustomersSurveys39LessonsLearnedImportanttogettheCEO’’spersonalinvolvementinculturedevelopmentoranyothermajorHRinitiativesUnderstandtheCEO’sstyleandpersonalityandadaptingtheapproachaccordingly.Intimateinvolvementofclient(HRteam)atallstagesofprojecte.g.gettingtheirsignoffonanycommunicationdocumentsinterviewquestionspresentationslidesliaisonforallmeetingsBeopentochangesinprojectscopeanddeliverables409、靜靜夜夜四四無無鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。1月月-231月月-23Thursday,January5,202310、雨中中黃葉葉樹，，燈下下白頭頭人。。。01:15:2601:15:2601:151/5/20231:15:26AM11、以我獨(dú)沈沈久，愧君君相見頻。。。1月-2301:15:2601:15Jan-2305-Jan-2312、故人江海海別，幾度度隔山川。。。01:15:2601:15:2601:15Thursday,January5,202313、乍見見翻疑疑夢，，相悲悲各問問年。。。1月-231月-2301:15:2601:15:26January5,202314、他鄉(xiāng)生白白發(fā)，舊國國見青山。。。05一月月20231:15:26上上午01:15:261月-2315、比不不了得得就不不比，，得不不到的的就不不要。。。。。一月231:15上上午午1月-2301:15January5,202316、行動出出成果，，工作出出財富。。。2023/1/51:15:2601:15:2605January202317、做前前，能能夠環(huán)環(huán)視四四周；；做時時，你你只能能或者者最好好沿著著以腳腳為起起點(diǎn)的的射線線向前前。。。1:15:26上上午1:15上上午午01:15:261月-239、沒有失敗敗，只有暫暫時停止成成功！。1月-231月-23Thursday,January5,202310、很多事事情努力力了未必必有結(jié)果果，但是是不努