Growing Excellence Over Time
Our M&A Organizational Assessment tool provides a comprehensive perspective about a company. It quickly answers the questions of how resources are being allocated and how to better utilize these resources for greater results. It shows where an organization’s systems and departments are aligned and where there are gaps. Understanding how two organizations are aligned before, during and/or after a merger can help increase the chances of a successful integration.
Our M&A Individual Index Assessment is a mathematically based deductive research tool. That means you can’t skew the results. It provides information about an employee’s work style and where that person performs best. It also provides information about the factors an employee uses in making decisions. It is a tool that provides insight about an employees where there is lack of in-depth of knowledge about the person's work. The information from this assessment can be used during the first 100 days when the new organization is being formed as well as going forward during the integration process.
1st 100 Days
Contact GE/T Consulting Group today to help your merger or acquisition be a success rather than a statistic.
The greatest asset for two companies coming together is the employees.
However, this is the area where due diligence is done the least.
Isn’t it important to know what kind of employees work for the organization? Where are the organization gaps? However, today’s due diligence check lists often don’t provide for employee assessment.
GE/T Green Consulting Group Inc. has two very useful mergers and acquisition assessment tools that provide information about the people resources they are acquiring. Whether done during the due diligence phase or once the deal is completed, our computer-based mergers and acquisition assessment tools provide a clear picture of the organization and the people who work for them.
Why do most mergers fail to live up to expectations? Is it the finances or the technology? Rarely. Mostly, it is poor execution of the actual combining of the companies involved.
Merger failures usually revolve around people issues:
• loss of key staff
• culture clash
• FUD: fear-uncertainty-doubt
• poor communication and interaction among employees of the merging organizations
Companies participating in joint ventures, strategic alliances or in turnaround situations also face these issues.
Most acquirers soon realize integration is an arduous task that fundamentally differs from other administrative and operational processes Integration tasks:
• Are infrequent, and most of the people involved change every time
• Vary greatly, none is like the other
• Have ambiguous links between decisions, actions and results
When buying ”used” companies, there is never a perfect fit. Thus, every merger creates some value destruction. The key to minimize this loss is to go into a deal knowing what to keep and develop and what to divest. Any lingering on such decisions can only make the value destruction greater. Having a clear purpose and not overpaying are basic success drivers in most mergers, but that is not enough.
GE/T Consulting Group practices incorporates four more elements:
• A coordinated plan for all activities and functions involved
• A compelling pace for bringing the separate units together and starting to generate the returns that are dormant
• Exciting people to engage in the new venture and its new opportunities
• Controlling the process at every stage, which involves keeping the momentum going by tearing down obstacles, by servicing customers, and keeping the competition at bay.
With over 100 integration specialists across the country, our consultants can help make your integration successful at the most crucial times the first 100 days and the first year. We also help with long-term continued success during the second and third years. Contact us for a free consultation.
Copyright GE/T Consulting Group, 2013. A subsidiary of Geppetto's Workshop, Inc. All rights reserved.