Business Partnerships:

Mergers and Acquisitions

Getting the People Issues Right

How To Realize the Full Potential of Mergers and Acquisitions

Source: Mergers and Acquisitions: Getting the People Issues Right, research report by Roffey Park Institute

Same Reality, Different Perceptions

Mergers and acquisitions, and indeed any form of change that will have a real or perceived impact on the daily work of staff, will realize their full potential only if people issues are dealt with from the start and not left until after the deal has been struck.

The following measures are recommended to get the people issues right.

  • Address personal anxieties as quickly as possible by giving honest advice about what is likely to happen in the next six months.

  • Communicate as frequently and honestly as possible throughout the whole integration phase, not just during the first few weeks.

  • Involve people in integration teams or cross-functional project groups.

  • If using people on secondments or temporary teams, integrate individuals back into the organization and give them opportunities to provide feedback and learning.

  • Give people explicit reassurances that their contributions are valued even if new structures or roles are not yet defined.

  • Give people opportunities to talk about their achievements, especially through allowing them to write their own CVs for internal selection.

  • Ensure that selection is impartial and transparent.

  • Tailor benefits packages to individual needs and preferences. Loyalty bonuses are often useful during the first six months of the transaction.

 

 

 

Developing Business Partnerships

Strategic Alliances

Structuring a Strategic Alliance: 10 Questions To Answer

10 Key Features of Effective Partnerships

Developing Trust Between Two Organizations

Mutual Creativity

Joint Ventures

Common Reasons for Joint Venture Difficulties

Causes for Joint Venture Failure

Forming a Successful Joint Venture

Choosing a Joint Venture Governing Structure

Joint Venture Human Resources Strategy

HR Action Steps to Prepare for a Successful JV

Joint Venture Agreement: a Checklist

Negotiating

Conduct During Negotiations

Cultural Intelligence

Cross-cultural Communication

Managing Cultural Differences

Case Studies

Toshiba: Strategic Alliances as a Key Element of Strategy

Alliance Between Canon and Hewlett-Packard

New Tool Development by British Petroleum and Shlumberger

Progroup's Various Sources of Knowledge

Joint Engineering Design by Ford and ABB

AT&T: Developing New Credit Card Service