Mergers & Acquisitions

With all of the collective wisdom here , I am seeking to find something related to M&A for change. Especially if there is anything that I can learn from related to the type(s) of M&A and change guidance/structure to apply; not methodologies like ADKAR, Kotter, etc.. I am thinking of how to assess and align CM to the various types of M&A attributes. 

Do you have something like that or know another resource that you trust? Thank you for sharing any wisdom you have on this.

Cheers,
Douglas

With all of the collective wisdom here , I am seeking to find something related to M&A for change. Especially if there is anything that I can learn from related to the type(s) of M&A and change guidance/structure to apply; not methodologies like ADKAR, Kotter, etc.. I am thinking of how to assess and align CM to the various types of M&A attributes. 

Do you have something like that or know another resource that you trust? Thank you for sharing any wisdom you have on this.

Cheers,
Douglas

------------------------------
Douglas Flory
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Hi Doug. In the spirit of Change/Expectation/Perception Management, my ideas for you leaned into two things ...

1. Impacts on profitability (discipline of a merger)
2. Being upfront about what might be unpopular (so minimizing downside) (empathy of a merger)

So, note that I disregarded ideas to maximize the upside of the event.

I broke down profitability into revenue and costs.

1. Revenue = Price x Quantity. Often, the resulting entity has more market power so can raise price. So, Price is worth including in your analysis. Customers will care about that.
2. Costs = FC + MC. The generic expectation of a merger is that the decision reduces ongoing costs, which suggests discontinuing certain operations. So, Discontinue Operations is worth including in your analysis. Upstream and downstream actors in your value chain will care about that.
3. A third unpopular activity that comes to mind is documenting Current State. I consider it a healthy prerequisite for the previous concept of Discontinuing Operations. Your employees will grumble about this.
4. Since certain operational metrics are inevitably expected to change, that begs for a Scorecard that includes leading and lagging metrics expected to change. A forward-looking scorecard could show expected pace of change of certain metrics over X months. For leading metrics, a scorecard could show aggressive and conservative targets. For lagging metrics, a scorecard could show optimistic and pessimistic targets.

You mention different types of M&A, and I admit I can't speak to that.

Could this type of table help shake out more ideas for what you're looking for?

------------------------------
Robert Snyder

Original Message:
Sent: 2024-05-02 14:06
From: Douglas Flory
Subject: Types of M&A with the Change Structure

With all of the collective wisdom here , I am seeking to find something related to M&A for change. Especially if there is anything that I can learn from related to the type(s) of M&A and change guidance/structure to apply; not methodologies like ADKAR, Kotter, etc.. I am thinking of how to assess and align CM to the various types of M&A attributes. 

Do you have something like that or know another resource that you trust? Thank you for sharing any wisdom you have on this.

Cheers,
Douglas

------------------------------
Douglas Flory
------------------------------

Thank you Robert for sharing . 

Hi Doug. In the spirit of Change/Expectation/Perception Management, my ideas for you leaned into two things ...

1. Impacts on profitability (discipline of a merger)
2. Being upfront about what might be unpopular (so minimizing downside) (empathy of a merger)

So, note that I disregarded ideas to maximize the upside of the event.

I broke down profitability into revenue and costs.

1. Revenue = Price x Quantity. Often, the resulting entity has more market power so can raise price. So, Price is worth including in your analysis. Customers will care about that.
2. Costs = FC + MC. The generic expectation of a merger is that the decision reduces ongoing costs, which suggests discontinuing certain operations. So, Discontinue Operations is worth including in your analysis. Upstream and downstream actors in your value chain will care about that.
3. A third unpopular activity that comes to mind is documenting Current State. I consider it a healthy prerequisite for the previous concept of Discontinuing Operations. Your employees will grumble about this.
4. Since certain operational metrics are inevitably expected to change, that begs for a Scorecard that includes leading and lagging metrics expected to change. A forward-looking scorecard could show expected pace of change of certain metrics over X months. For leading metrics, a scorecard could show aggressive and conservative targets. For lagging metrics, a scorecard could show optimistic and pessimistic targets.

You mention different types of M&A, and I admit I can't speak to that.

Could this type of table help shake out more ideas for what you're looking for?

------------------------------
Robert Snyder

Original Message:
Sent: 2024-05-02 14:06
From: Douglas Flory
Subject: Types of M&A with the Change Structure

With all of the collective wisdom here , I am seeking to find something related to M&A for change. Especially if there is anything that I can learn from related to the type(s) of M&A and change guidance/structure to apply; not methodologies like ADKAR, Kotter, etc.. I am thinking of how to assess and align CM to the various types of M&A attributes. 

Do you have something like that or know another resource that you trust? Thank you for sharing any wisdom you have on this.

Cheers,
Douglas

------------------------------
Douglas Flory
------------------------------

Hi Doug. In the spirit of Change/Expectation/Perception Management, my ideas for you leaned into two things ...

1. Impacts on profitability (discipline of a merger)
2. Being upfront about what might be unpopular (so minimizing downside) (empathy of a merger)

So, note that I disregarded ideas to maximize the upside of the event.

I broke down profitability into revenue and costs.

1. Revenue = Price x Quantity. Often, the resulting entity has more market power so can raise price. So, Price is worth including in your analysis. Customers will care about that.
2. Costs = FC + MC. The generic expectation of a merger is that the decision reduces ongoing costs, which suggests discontinuing certain operations. So, Discontinue Operations is worth including in your analysis. Upstream and downstream actors in your value chain will care about that.
3. A third unpopular activity that comes to mind is documenting Current State. I consider it a healthy prerequisite for the previous concept of Discontinuing Operations. Your employees will grumble about this.
4. Since certain operational metrics are inevitably expected to change, that begs for a Scorecard that includes leading and lagging metrics expected to change. A forward-looking scorecard could show expected pace of change of certain metrics over X months. For leading metrics, a scorecard could show aggressive and conservative targets. For lagging metrics, a scorecard could show optimistic and pessimistic targets.

You mention different types of M&A, and I admit I can't speak to that.

Could this type of table help shake out more ideas for what you're looking for?

------------------------------
Robert Snyder

Original Message:
Sent: 2024-05-02 14:06
From: Douglas Flory
Subject: Types of M&A with the Change Structure

With all of the collective wisdom here , I am seeking to find something related to M&A for change. Especially if there is anything that I can learn from related to the type(s) of M&A and change guidance/structure to apply; not methodologies like ADKAR, Kotter, etc.. I am thinking of how to assess and align CM to the various types of M&A attributes. 

Do you have something like that or know another resource that you trust? Thank you for sharing any wisdom you have on this.

Cheers,
Douglas

------------------------------
Douglas Flory
------------------------------

With all of the collective wisdom here , I am seeking to find something related to M&A for change. Especially if there is anything that I can learn from related to the type(s) of M&A and change guidance/structure to apply; not methodologies like ADKAR, Kotter, etc.. I am thinking of how to assess and align CM to the various types of M&A attributes. 

Do you have something like that or know another resource that you trust? Thank you for sharing any wisdom you have on this.

Cheers,
Douglas

With all of the collective wisdom here , I am seeking to find something related to M&A for change. Especially if there is anything that I can learn from related to the type(s) of M&A and change guidance/structure to apply; not methodologies like ADKAR, Kotter, etc.. I am thinking of how to assess and align CM to the various types of M&A attributes. 

Do you have something like that or know another resource that you trust? Thank you for sharing any wisdom you have on this.

Cheers,
Douglas