××公司合并和获得的文化整合的重要（英文PPT 40页）.pptx 41页

14March2002,ShanghaiKwanCheeWeiDirectorHumanCapitalGroupWatsonWyattSingaporeTheImportanceofCulturalIntegrationinMergersandAcquisitions AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A2 AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A3 ‘Cultural&People’IssuesOftenPresenttheBiggestChallenges“Thehardstuffiseasy-it’sthesoftstuffthat’ssohardtochange.”-FrederickSmithCEO,FederalExpress4 WatsonWyattM&ASurvey1998(190CEOs,CFO,TopExecutives)75%areclearlydisappointingoroutrightfailuresSource:WatsonWyattWorldwideM&ASurvey,November199850%sufferanoveralldrop-offinproductivityinfirst4-8months47%ofacquiredcompanyexecutivesleavewithinthefirstyear;75%withinthefirstthreeyears“Peopleproblems”arecitedasthetopintegrationfailurefactorbyasampleof45CFOsfromFortune500companieswhohaverecentlymerged/acquiredOnly23%ofallacquisitionsearntheircostofcapitalOnaverage,managementgradethefinancialperformanceoftheiralliancesasa“Cminus”(onascaleofAtoE)5 CorporatecultureisidentifiedasoneofthemostimportantintegrationissuesSource:WatsonWyattWorldwideM&ASurvey,November1998Activitiesrequiredfor“successful”integrationDownsizingRedeploymentofworkersRecruitmentofnewstaffRetrainingworkforceAlignmentofcomp&benprogLaborrelationsManagingresistanceIntegrationofcorporateculturesRetentionofkeymanagersRetentionofkeytalentCommunication37%40%59%57%36%63%78%88%91%90%010203040506070809010036%6 Culturalincompatibilityisthebiggestproblem,yetresultsindicatethatitisthearealeastlikelyresearchedduringduediligence.46%47%54%56%72%72%82%86%01020304050607080OrganizationalcultureanddynamicsofchangeWorkforcepotentialHRpolicymattersMajorshareholdersManagementcapabilitiesandwillingnesstocooperateFinancialaspectsofHRfunctionMarketshare,distributionHardassets90100Technologicalandbusinesscompetencies75%PercentageofcompaniescitingthetypeofinformationgatheredduringduediligenceSource:WatsonWyattWorldwideM&ASurvey,November19987 ReasonsforsuccessfulintegrationSource:WatsonWyattWorldwideM&ASurvey,November1998Percentageofcompaniescitingreasonforsuccess8%41%31%37%52%70%SharedresponsibilityofcostsinvolvedEarlymgtof“Whatwillhappentome?”employeeissuesCulturalcompatibilityMutualagreementofroadmapbypartnersExpedientintegrationWellplannedcommunicationthroughoutthedealprocessLeadership010203040506070809010035%8 AdditionalM&AStatistics1992(Coopers&Lybrand):-In100failedortroubledmergers,85%ofexecutiveswhoweresurveyedsaidthemajorproblemwasdifferencesinmanagementstyleandpractices.1996(BritishInstituteofManagement):-reportedthedifficultiesinvolvedinmergingtwoculturestobeamajorfactorinM&Afailures.1997(A.TKearney):-reviewed155M&Adealsanddeterminedmostfailurestobepeople-related.HewittAssociates-69%ofrespondentsin162organizationsinvolvedinM&Areportedthetopchallengetobeintegratingtwoorganizationalcultures.9 Howintegrationishandledwillmakethedifferencebetweensuccessorfailure...Earlierrealizationoffinancial“deal”goals(e.g.costsynergy,strategicinitiatives)ProtectproductivityMaintaincustomerfocusSmoothertransitionEmployeesarefocusedontheirjobsandnotonpersonalissues10 OrganizationalEffectivenessLeversCareerDevelopmentPerformanceManagementStaffingCompensation,Benefits&RewardsEmployeeCommunicationOrganizationDesign&StructureBusinessStrategy&AlignedCultureLeadershipEffectiveness11 AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A12 Whatisculture?DefinitionofCulture:Theattitudesandbenefitsaboutsomethingthataresharedbyaparticulargroupofapeopleorinaparticularorganization(Longman)Thesetofimportantassumptionsthatmembersofacommunityshareincommon(e.gSchein)Simplyput:“CorporateCultureisthewayyoudothingsinyourorganization”13 Reflects“Whatistangible”,e.g.Organisationalstructure&processesPolicies&proceduresPhysicalenvironmentReflectsthe“Waywedothings”,e.g.DegreesofcollaborationDecision-makingpatternsApproachestoprocessimprovementComponentsofCultureValueshavelittlemeaningunlesstheybringaboutspecificbehaviors...VISIBLECoreValuesBehaviourINVISIBLEattitude14 ImplementationPlanImplementationPlanImplementationPlanTheimplementationplanwillencompassinitiativestocreateandsupportthesebehaviors.CoreValuesBehaviourThebestwaytoachieveculturechangeistofocusondesiredbehaviors...15 AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A16 OurApproachtoCulturalIntegrationPerformGapAnalysisDesignDesiredCulture------------TopTeamWorkshopValidation/OwnershipCustomerStrategyAssessCurrentCulture------------InterviewsFocusGroupsCultureAuditBusinessObjectivesDISCOVERDefiningOrganizationalCultureImplementCultureChangePrograms-----------TrainingOrg.Dev.CommunicationMeasurementDELIVERReinforcingOrganizationalCultureKnowledgesharing,involvement,andcommunicationsDevelopCultureChangePrograms-------------LeadershipDevelopment,CultureChangeTeams&Learning&DevelopmentINVENTDevelopingOrganizationalCulture17 AgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A18 ACaseStudy:BackgroundInformationTwoorganizationsmergedtoformanewentityBothorganizationsexistedasgovernmentstatutoryboardswithregulatoryfunctionsNewcompanygotlistedonthelocalstockexchangewithaclearbottom-lineobjectiveNewcompanyaimstobeperformance-driven,improvecompetitivenessandgrowthroughstrategicpartnerships19 InterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCultureListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessofCultureDevelopment20 Mission#1intheregionCustomerFocusedProfitDrivenInternalEnvironmentProfessionalandflexibleBetterdecisionmakingprocessClearPerformance-basedrewardsMoreInter-departmentcollaborationTailoredemployeecommunicationStrategyBottom-LineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantExternalEnvironmentIntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCoreValues??WhatistheCurrentCulture?21 DefiningthenewCoreValuesStrategyMissionInternalEnvironmentExternalEnvironmentCoreValues??22 CoreValues:CustomerservicequalityBottom-linedrivenDefiningtheCoreValues#1intheregionCustomerfocusedProfitdrivenMissionCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment23 CoreValues:Bottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedDefiningtheCoreValuesBottom-lineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantStrategyCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment24 IntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedCoreValues:ExternalEnvironmentDefiningtheCoreValuesCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment25 ProfessionalandflexibleBetterdecisionmakingprocessClearperformance-basedrewardsMoreinter-departmentcollaborationTailoredemployeecommunicationInternalEnvironmentDefiningtheCoreValuesCoreValues:CoreValues:EmployeeofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment26 MissionCustomerservicequalityBottom-linedrivenNewsetofCoreValuesInternalEnvironmentEmployerofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkStrategyBottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedExternalEnvironmentCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedNewSetofCoreValues27 NewCoreValuesOrganisationBottom-linedrivenEmployeeorientedTeamworkTechnologyleveragedCustomers/StakeholdersCustomerservicequalityObjectivityandintegrityProductinnovation28 InterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCultureListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessofCultureDevelopment29 ReinforcingNewCultureDesiredCultureCommunicationPerformanceManagementCultureDevelopmentInitiativesPerformanceMgmtPlanTotalRewardsStrategyCultureDevelopmentTeamLearning&DevelopmentPlanCommunicationPlanLeadershipDevelopmentPlan30 EmployeeacceptanceandsupportwasenhancedthroughacomprehensivecommunicationplanKnowledgesharing,involvement,andcommunicationsPhaseScopePurposePhase1AwarenessBuilding"Thisiswhatishappening"Company-wide*Linkchangeinitiativeswithstrategicplans*Givespecificinformationabouttheprocess.*Announceseniormanagement"sinvolvementPhase2ProgramStatus"Thisiswherewearegoing."Company-wide*Demonstrateseniormanagementcommitment.*Identifymanagers"andemployees"issues.*Gaininformationfrompilottests.*Providethe"bigpicture".Phase3Roll-Out"Thisiswhatitmeanstoyou."ProgramSpecific*Providespecificinformationonthechangesbeingmadeandhowtheywillaffectpeople.*Providetraininginnewrolesskillsandmethods.Phase4Follow-Up"Thisishowwewillmakeitwork."TeamSpecific*Listentoandactonmanager"sandemployees"needstoimplementchanges.*Refinechangestoensuresuccess.31 CommunicationPlanCommunicationofCoreValuestoALLemployeesCoreValuesstatementVideofromCEODivisionalbriefingsIncorporateintoorientationfornewstaffIncorporateintoPerformanceManagementtrainingviacompetencymodel32 PerformanceManagementUsingtheBalancedScorecardapproach,wehelpeddeveloptheorganisationscorecarddevelopthedepartmentalscorecardsdefinetheperformancetargetsDevelopedacompetencymodelbasedonCoreValuesPerformancemanagementtrainingforallemployees33 RecognitionProgramsBonuses/IncentivesIndividualMeritBasePayBenefitsPerformanceResults-RelatedProgramsCoreProgramsStockTotalRewardsStrategy34 CultureDevelopmentInitiativesLearning&DevelopmentPlanIdentifyorganisationaldevelopmentneedsDeveloplearninganddevelopmentplansthatlinktobusinessandstrategicobjectivesLeadershipDevelopmentPlanConductone-to-onesessionswithmanagementteammemberstodevelopindividualleadershipdevelopmentplanCultureDevelopmentTeamsBuildcross-functionalteamsWWfacilitatestheinteractions,planninganddecisionmakingoftheteamsEncourageandappraisethedemonstrationofdesiredbehaviours35 LeadershipDevelopmentPlan“Leaderswalkthetalk.”ThedegreetowhichtheTopTeamacceptsthechangeplanasthebestoneunderthecircumstancesThedegreetowhichtheTopTeamacceptsthenewcultureasbeinginlinewiththeirpersonalgoals.Thecompetenceoftheorganization,intermsofabilities,systems,infrastructureinachievingthechangeplan.TheextenttowhichtheTopTeamsharestheinterpretationofthenewculture.Inanychangeinitiative,thecriticalpointistogivepeoplethecompetenciestheyneedtomakechangehappen.ThisshouldstartfromtheleadershipteamwhoneedstoactasRoleModels.Throughaselfassessment,weassistedmembersoftheseniormanagementteamtobuildanindividualizedleadershipdevelopmentplan.36 LearningandDevelopmentPlanLEARNINGANDDEVELOPMENTprovidestheknowledge,skillsandtheinformationsharingforumtohelpemployeeschangetheirbehaviorstomatchthecultureandvision.Tacklestheareasneedingdevelopmentinthewholeorganization.Thetrainingordevelopmentmighttakeseveralforms:projectwork,customervisitsaswellasclassroomtraining.Weidentifiedtheorganization-widegapsandadevelopmentplantobridgethem.Wethenmonitoredtheimplementationoftheplan.37 TeamscreatedwithineachBusinessUnittoaddressexistingbarriersthatpreventthedesiredculturefrombeingdemonstrated.Issuesmayinvolve:rulesandpoliciesgoalsandmeasuresphysicalenvironmentorganizationalstructureHRcultureteamscanaddresstheseissues:staffingandselectiontraininganddevelopmentceremoniesandeventsrewardsandrecognitionCultureDevelopmentTeamsCULTUREDEVELOPMENTTEAMSinstillnewculture,valuesandbehaviorsbysolvingcriticalbusinessproblems,causedbyoldworkcultureandthinking,thatpreventusfrommosteffectivelysupportingthestrategy.38 OrganizationMeasurementSurveys“Wekeepacontinualpulsecheckonwhetherwearestayingtruetoourculture/vision.”MEASUREMENTRegularlytracksthecurrentstateandprogresstoenablereadjustmentofgoalsandmethodsMethodsmightinclude:CultureAudits360DegreeFeedbackEmployeeOpinionSurveysCustomersSurveys39 LessonsLearnedImportanttogettheCEO’spersonalinvolvementinculturedevelopmentoranyothermajorHRinitiativesUnderstandtheCEO’sstyleandpersonalityandadaptingtheapproachaccordingly.Intimateinvolvementofclient(HRteam)atallstagesofprojecte.g.gettingtheirsignoffonanycommunicationdocumentsinterviewquestionspresentationslidesliaisonforallmeetingsBeopentochangesinprojectscopeanddeliverables40 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