Transcript Slide 1

Integration into a
multinational
company
Wining Cultural transition
in mergers and acquisitions
Adi Bildner – Human Resources Israel
© 2006 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice
Managing the ‘survival syndrome’
It goes with
But doesn’t go with
•Creativity
•Long term view
•Innovation
•Planning
•Problem solving
•Passion
•Process
•Genuine trust &
collaboration
With people outside the
Comfort zone
•Strong sense of identity
•Scalability
•Execution
•Compromise / Give away
•Responsiveness
•Care
•Operative
Works effectively in risk situations but with minimum tolerance to take risks…
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Managing the ‘survival syndrome’
Survival syndrome behaviors are amplified in
mergers and acquisitions situations
•‘Conquered’ by the other
•Threatening situation. Personal
and professional
•It never a merge of equals
•Self esteem issues
•Loosing your identity
•Someone else (stranger) will decide
•Not being independent anymore
on our future
•‘Us and them’
•Does it say we succeed or failed?
•Pride – ‘Not Invented Here’
•Subjective view on company value / price. ‘We worth much more’
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Managing the ‘survival syndrome’
Reactive
Proactive
Survival
Growth
Global mindset – being part of a global community
Long term view
Planning
Integration
Scalability
Trust
collaboration
Influence
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Diving into scalability
Most large companies buy other companies in order to have
growth engines for the long run
•You will not be able to ‘do it yourself’
•You will need to build trust with internal and external partners
around the globe
•More stakeholders would like to be part of your success
•They will have to feel that they own it!
•In many cases, building a scalable business means giving up on some
of your tangible and intangible assets
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Redefine the role of senior
management
The acquisition will force management to redefine it’s
role and to have in-depth discussion on:
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Business
Culture
Risk profile (TTM vs. quality and processes)
Integration
Work processes
− Questions that should come up:
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Who is our staff?
Who should be in our extended staff?
Who are our key stakeholders?
How we build alignment with our key stakeholders?
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