Implementing Mergers and Acquisitions

Transcription

1 MGMT 147 Arnold M. Howitt Implementing Mergers and Acquisitions Case Study: Gillette Singapore

2 Conceptual Models Again Why do we use conceptual models so extensively in the course? Aren t they too academic to be useful? We need to specify categories and relationships to make observations portable from case to case in the classroom or the work world. An analogy: Think of yourself as a geologist examining a moon rock. You would hold it up, turn it round and round, and look at it from many different angles. You would use many different scientific instruments to probe its secrets. Our conceptual frameworks are the equivalent: different vantage points for observation, different tools for analysis so we can get a full picture.

3 Discussion Questions What specific factors are most likely to affect Juan Hee Joong s success at Gillette Singapore? How should he approach the upcoming meeting of his leadership team? What specific steps would you recommend that Juan Hee Joong take during his first year as head of the merged entity?

4 The Strategic Triangle PUBLIC VALUE & MISSION: What can the organization produce that will be useful to society? LEGITIMACY & SUPPORT: What will overseers and stakeholders approve and provide resources for? OPERATING CAPACITY: What resources both inside and outside the organization can be used to produce value? Adapted from Mark Moore, Creating Public Value (Harvard University Press, 1995).

5 Maintaining Strategic Alignment Adapted from Mark Moore, Creating Public Value (Harvard University Press, 1995). Task Environment Public Value, Mission Authorizing Environment Legitimacy and Support Substantively valuable Strategic Alignment or Fit Resource Environment Operational Capacity Legitimate and politically sustainable Operationally & administratively feasible

6 Mergers from Two Vantage Points From the perspective of top management, such adaptation [e.g., mergers, acquisitions] is often seen as a means to exploit new opportunities, as part of an organization s longterm growth, or even as a necessary strategy for survival. However...they also create a number of uncertainties and tensions for organizational members since they typically involve a change in the nature, shape, or character of the organization. Indeed, these individuals often experience high levels of ambiguity and uncertainty concerning organizational goals and rewards, as well as concerns about the emergent organization s structure, culture, and the roles they will eventually fulfill. From Anthony Buono, James L. Bowditch, John W. Lewis III, The Cultural Dynamics of Transformation, in Corporate Transformation, ed. by Ralph Kilmann and Teresa Joyce Covin (1990) (pp )

7 The Organizational Congruence Model Source: Michael Tushman and Charles O Reilly, Winning Through Innovation (Cambridge, MA: Harvard Business School Publishing, 1998)

8 Situational Types SITUA- TION Problem Definition Solution and Implementation Primary Locus of Responsibility for the Work Kind of Work Type 1 Clear Clear Physician Technical Type 2 Clear Requires Learning Type 3 Requires Learning Requires Learning Physician and Patient Patient >Physician Technical and Adaptive Adaptive From Ronald Heifetz, Leadership Without Easy Answers (1996), p. 76.

9 Integrating Subcultures [T]he task of integrating an organization is a problem of how to integrate a variety of subcultures... This means that leaders have to be sufficiently outside their own organizational and occupational culture to be able to perceive subcultural differences and to be sympathetic to them. Perhaps the essence of what we call general management is this ability to bring together people from different subcultures and get them working well with each other... Building an effective organization is ultimately a matter of meshing the different subcultures by encouraging the evolution of common goals, common language, and common procedures for solving problems. From Edgar Schein, Organizational Culture and Leadership

10 Cultural Embedding Mechanisms Primary Mechanisms: What leaders pay attention to, measure, and control on a regular basis. How leaders react to critical incidents and crises. Observed criteria by which leaders allocate scarce resources. Deliberate role modeling, coaching, teaching. Observed criteria to allocate rewards and status. Observed criteria by which leaders recruit, promote, retire, and excommunicate organizational members. Secondary Mechanisms: Organization design and structure. Organizational systems and procedures. Organizational rites and rituals. Design of physical space. Stories, legends, and myths about people and events. Formal statements of organizational philosophy, values, and creed. From Edgar H. Schein, Organizational Culture and Leadership, 2nd ed. (Jossey-Bass, 1992).

11 Stages of Organizational Change Organizational Dyanamics Inadequate or no change Organizational Decline or Project Failure Trigger Events or Trends Perceived Need for change by key leaders Individual Dyanamics Endings Resistant Forces: Critical Tasks Formal Organiz Cultural-Political Leadership Creation of a vision of a new, desired state: Critical Tasks Formal Organiz Cultural-Political Neutral-zone transition state Mobilization of Commitment: Critical Tasks Formal Organiz Cultural-Political Institutionalization of Change: Critical Tasks Formal Organiz Cultural-Political New beginnings; Revitalization Disengagement Disidentification Disenchantment Disorientation Disintegration and reintegration Perspectives on both endings and new beginnings Find inner alignment & release new energy New scripts, not replay of old ones Adapted from: W. Bridges, Making Sense of Life s Transitions (New York: Addison-Wesley, 1980

12 How Does Kotter Map onto the Stages of Change Model? A vision of the future: Establishing a sense of urgency. Creating the guiding coalition. Developing a vision and strategy. Mobilizing commitment: Communicating the change vision. Empowering broadbased action. Generating short-term wins. Institutionalizing change: Consolidating gains and producing more changes. Anchoring new approaches in the organization s culture.

13 Eight-Stage Process of Creating Major Change (1) Establishing a sense of urgency. Examining competition Identifying and discussing crises and opportunities Creating the guiding coalition. Putting together a group with enough power to create change Getting the group to work together as a team Developing a vision and strategies for achieving it. Communicating the change vision. Using every vehicle available for communicating Having the guiding coalition model the behavior expected of employees From John P. Kotter, Leading Change (1996).

14 Eight-Stage Process of Creating Major Change (2) Empowering broadbased action. Getting rid of obstacles Changing systems and structures that obstruct Encouraging risk-taking and non-traditional action Generating short-term wins. Planning and creating short-term wins Visibly recognizing and rewarding people who create them Consolidating gains and producing more change. Using credibility to transform systems not congruent with new vision Developing or hiring people to implement the vision Anchoring new approaches in the organization s culture. From John P. Kotter, Leading Change (1996).

15 GE Capital s Acquisition-Integration Process From Ronald Ashkenas, Lawrence DeMonaco, and Suzanne Francis, Making the Deal Real: How GE Capital Integrates Acquisitions, Harvard Business Review (January- February 1998).