Change Managment . . . Acquisition, Integration
currently work as an acquisition coordinator and feel that although my company has made many successful acquisitions, we are
lacking in the transition/integration area . . . The senior executives have the end result in mind but lack a focus
on how to get there . . ."
- Respondent to the 2006 "Current State of
M&A Integration" Survey
been supporting companies and developing tools for integration issues within departments, between departments, between vendors
and the company and between companies. It turns out that the tools created are especially useful for certain stages of the
acquisition process noted below. Most importantly, the system and tools foster productivity and a focus on getting things
done during a typically stressful period.
Work happens "on the fly" and the less
we are able to define and plan projects and initiatives well in advance, the more we have to rely on collaborative, corrdinated
efforts to get the job done. These "tacit" interactions involving the exchange of information, the making
of judgments and the need to draw on multifaceted forms of knowledge in exchanges with bosses, peers, coworkers, customers
and suppliers are critical to any person's or project's success. Collaborative efforts tap the human creativity and intuition
that is indispensible in dealing with variability and in adapting to changing circumstances.
we observe people working, we find that they invent processes, work in them, change them when we need adjusting, and even replace
them when they become obsolete. People do this with a structured, but implicit set of conversations, or language actions.
Some people are unconsciously competent when having these conversations, while many others are less competent.
By making these interaction processes explicit and by providing a framework for understanding the human element of coordination
that underlies these interactions, we have been able to systematically reduce waste, decrease cycle time and increase both
the internal worker's and paying customer's satisfaction.
The Four Levels of Integration
Small groups, teams, departments, and entire companies manifest habitual ways of integrating
as they go about their daily work. There are four levels of integration we have identified that range from non-productive
to highly productive. Using the High Performance Integration Assessment, we survey various work groups and departments to
determine which level is given a unit of working on for the sake of reducing roadblocks to working together, while shifting
to the next level of productivity. As work units move to higher levels of integration, cycle time is reduced, quality improves
and most importantly, employee satisfaction and morale are greatly enhanced.
Our consultants temporarily join your acquisition team to support the integration
and motivation processes. Typically we advise the executive team while working closely with the project manager.