Not to over-simplify this territory - it is complex. A few essential elements in my experience:
1) A tool that objectively crafts a business case, putting data behind this decision.
2) One crucial decision is how will the two "merged" companies operate - EG, maintain separation of markets but combine operational efficiencies. Create marketing synergies but no operational merging. The strategy defines the structure.
3) In defining "who's structure and procedures" - that is best done by chartering an integration team - with operational SME's on both sides. Ensure a neutral facilitator guides them through a clear mission, vision, goals and scope definition. (what's in and out of scope.) I recommend this team engage front-line employees doing the jobs in question, for each segment of the structure/procedure re-design - and do so in well-defined scope and phases.
3)
Whatever the case, THE MOST IMPOshould be
. tOn the structure side - it would be a high level (4-5 brief sentences) definition of the 3 main strategies - corporate, business and functional - as spelled out in the merger. Once there's agreement on how those will look for the mer
------------------------------
Lisa Jackson[
------------------------------
Original Message:
Sent: 2025-03-26 09:00
From: Frank Gorman
Subject: Tools for merger
This issue is primarily aimed at mergers. Thie issue is when there are different infrastructures, applications and HR rules and benefits. Other than the biggest side wins or who has the biggest investment or worst licensing arrangements, what have you used to determine which side's structures and procedures are adopted for the merged entity?
------------------------------
Frank Gorman, Former ACMP Board Member, Transformation Consultant
------------------------------