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100 Day Post-Merger Integration Plan. Agenda . The purpose of today’s meeting is to secure GAI’s commitment to the proposed XYZ/ABC integration initiative. Where Are We Today ? Where Do We Want To Go ? How & When Will We Get There ?.

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Presentation Transcript
agenda
Agenda

The purpose of today’s meeting is to secure GAI’s commitment to the proposed XYZ/ABC integration initiative.

  • Where Are We Today?
  • Where Do We Want To Go?
  • How & When Will We Get There?
xyz must position itself for future success

XYZ’s competitive position relative to emerging success factors:

Enhanced via ABC?

  • Cross-divisional integration to capture economies of scale & scope

Weak

Average

Strong

  • Value-added suppliers / manufacturing partners

Independent, highly fragmented organizations

  • Improved quality while decreasing manufacturing costs

Brands slowly migrating to larger shared supplier base

  • Customer-centric brand portfolio management

Some quality concerns, compared to best-in-class

  • Frequent model introductions
  • Increased sales & distribution channels, CRM strategies

Limited presence in EM’s, initial CRM efforts positive

Balanced portfolio of well regarded, premium brands

Time-to-market generally on pace with competition

Where are we today?

XYZ Must Position Itself For Future Success

6 Factors Shaping Future Success In The Automobile Industry

XYZ Current State

xyz s challenge unlock 1 2b npv in synergies

Market-Based Synergies

Operations- Based Synergies

100 Day Focus

  • Focus will be on achieving “quick-hits” (purchasing, cash mgmt, headcount reduction identification)
  • Create formal structure to unlock long-term benefits

Where do we want to go?

XYZ’s Challenge: Unlock $1.2B (NPV) In Synergies

True Blue identified dozens of revenue enhancement and cost savings opportunities, of which $1.2 billion are readily quantifiable.

TOTAL VALUE OF XYZ/ABC SYNERGIES

acquisition will require risk mitigation

Risks

Risks Assessment

Acquisition Will Require Risk Mitigation

Market Risks

  • Loss of customer focus
  • SUV market growth
  • Dealer resistance
  • ABC brand dilution

Operational Risks

Strategic Risks

  • Analyst acceptance of XYZ vision
  • XYZ/ABC vision not embraced
  • Strength of ABC leadership
  • Outdated ABC capabilities
  • Suppliers contract management
  • Capacity issues

Organizational / Cultural

  • Retention of key management
  • Labor union resistance
  • Resistance to change
xyz enterprise integration model

Objectives of Integration Model

Value Realization

Value Realization

Market-Based Synergies

Market-Based Synergies

Operational Synergies

Operational Synergies

Enterprise Integration Steering Committee

Enterprise Integration Steering Committee

Integration Change Management

Integration Change Management

COMMUNICATION

COMMUNICATION

ORGANIZATION

ORGANIZATION

CULTURE

CULTURE

How do we get there?

XYZ Enterprise Integration Model
  • Create cross-organizational hierarchy and clear lines of accountability by function
  • Enable dedicated teams of SMEs to execute critical integration activities
  • Ensure organizational focus on realizing XYZ/ABC synergies
  • Create structure that transcends XYZ/ABC deal as a platform for XYZ-wide change
xyz enterprise integration model7

Consultant

Oversight

Value Realization

Value Realization

Value Realization

Value Realization

Tom Brown, CEO

Consultant

Oversight

CEO, ABC

Stanley, Strategy

Mary Jane, COO

ABC, COO

CEO, ABC

Stanley, Strategy

Chief of Staff, XYZ

HR Director, ABC

Market-Based Synergies

Market-Based Synergies

Operational Synergies

Operational Synergies

Market-Based Synergies

Market-Based Synergies

Operational Synergies

Operational Synergies

  • Responsible for vision, direction and prioritization of all integration efforts

Cultural Integration

HR

Enterprise Integration Steering Committee

Enterprise Integration Steering Committee

Enterprise Integration Steering Committee

Enterprise Integration Steering Committee

Communication

Legal/Environ.

Consultant

Oversight

Consultant

Oversight

  • Accountable for integration facilitation & risk mitigation

Mary Jane, COO

Scott Bowman, Dir.

Sales &Marketing

VP Sales &

Marketing, ABC

Purchasing

Manufacturing

Brand

Distribution

Technology (R&D)

Finance

Enterprise Integration Steering Committee

Enterprise Integration Steering Committee

Enterprise Integration Steering Committee

Research

CRM

Information Tech.

Integration Change Management

Integration Change Management

Integration Change Management

Integration Change Management

  • Responsible for realizing identified market-based synergies
  • Responsible for realizing identified operational synergies

COMMUNICATION

COMMUNICATION

ORGANIZATION

ORGANIZATION

CULTURE

CULTURE

COMMUNICATION

COMMUNICATION

ORGANIZATION

ORGANIZATION

CULTURE

CULTURE

How do we get there?

XYZ Enterprise Integration Model
change management initiatives

COMMUNICATION

ORGANIZATION

CULTURE

  • Facilitate integration effectiveness with clear & continuous communication
  • Align organization to increase efficiencies and realize synergies
  • Minimize integration risks due to cultural differences

GOAL:

ACTIONS:

Maximize stakeholder buy-in and involvement

Set cross-organizational hierarchy between ABC and XYZ divisions

Identify and develop retention strategy for key ABC and XYZ players

Develop cultural transition strategy to manage and mitigate the culture shock

Create compelling reasons for employees to embrace change

Start XYZ and ABC team building right away to create “one firm” culture

METRICS:

  • Monitor retention rates
  • Benchmark actual and forecasted ABC and XYZ organization rationalization
  • Deploy cultural progress surveys
  • Revalidate survey results with focus group workshops
  • Put extra emphasis on gathering informal feedback

How do we get there?

Change Management Initiatives

Organize all stakeholders ASAP to announce details of integration strategy & plan

Establish 2-way feedback protocol & mechanisms

Launch communication campaign to minimize misinformation and misunderstanding

Reports on the completion status to Enterprise Integration Steering Committee

  • Track stakeholder awareness of integration progress
  • Track and categorize employee complaints
  • Track stakeholder satisfaction
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