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Surviving M&A How To Thrive Amid The Turmoil

The document provides guidance on how employees can thrive during mergers and acquisitions. It recommends that individuals assess their situation using a SWOT analysis, seize growth opportunities by showcasing skills in innovation, collaboration, and execution. Employees should find openings by communicating their desire to contribute and promoting their capabilities. The document also shares stories of four individuals who successfully navigated M&As by following these steps.

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Nimisha Verma
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64 views10 pages

Surviving M&A How To Thrive Amid The Turmoil

The document provides guidance on how employees can thrive during mergers and acquisitions. It recommends that individuals assess their situation using a SWOT analysis, seize growth opportunities by showcasing skills in innovation, collaboration, and execution. Employees should find openings by communicating their desire to contribute and promoting their capabilities. The document also shares stories of four individuals who successfully navigated M&As by following these steps.

Uploaded by

Nimisha Verma
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Surviving M&A

How to Thrive Amid the


Turmoil
Individual Scenario in M&A
● 30% deemed redundant after m&a in same industry
● Employees need to embrace the dynamic process and use it as an
opportunity
● 3 steps for this are:
○ Assess the situation and conduct a SWOT analysis of self
○ Seize growth opportunities by building and showcasing innovation,
collaboration and execution skills
○ Finding your opening for growth and adapting to change
Assessing the Situation
● Take stock of the situation and its impact on employees
● Self assess build and highlight strengths to make the most of the situation
● Use SWOT to analyze self
○ Strength: Analyze personal makeup or career background that could be an
asset in the situation and a keeper
○ Weakness: Identify the personal situation that could be a hindrance to
moving forward in the new integrated organization
○ Opportunities: What are the new avenues that have opened up for you and
your firm
○ Threats: Asses what could be the possible external factors that will prevent
you from working at the new integrated firm
Seizing Growth Opportunities
● Insert yourself into the integration process to highlight your strengths
● Most merging companies set up a ‘transition structure’
● 3 important skills - Execution, Innovation and Collaboration
● Execution: Require to craft an effective plan and implement it
○ Determine critical activities, overcome unforeseen situations and measure
results
● Innovation: Opportunity to present ideas and be noticed
● Collaboration: Require to work with diverse people with different
perspectives and processes
Finding your Opening
● Need to communicate the desire to be on the transition team
● If supervisor is supportive, reach out to them or any other trusted
colleague or HR
● Promote your capabilities and explain how can you contribute
● If the CEO or other higher official is making a stop at you office ask them
how you can contribute
● Each M&A can have a different trajectory:
○ Onwards and upwards to higher level jobs
○ Inside and ready with enhanced skills and visibility
○ A new venture being better equipped to succeed
Tom Hall
● Senior Finance director at Schering Plough
● Schering Plough acquired by rival firm Merck
● Previous experience in Tax Department of Warner-Lambert
● Solid performer, nine year experience at Schering Plough
● Demonstrated execution skills - serving as right hand to integration
leader
● After transition phase, secured role in strategy realization office
● Eventually promoted to associate vice president of financial planning and
analysis
Mary Holt
● Logistics manager at labelling and packaging supplier
● Her company got acquired a larger competitor
● Performed SWOT Analysis, to find about her expertise
● Got to know about her strength in logistical nuts and bolts
● Using her skills, proposed to create world-class logistics capability
● Impressed acquirer by presenting her innovative points frankly
● Got rewarded with top position in Atlantic Operations team
Jason Richards
● Emerging executive in professional services firm, aspired for top position
● His company acquired another big player in industry
● Coveted position went to other high potential competitors
● Evaluated situation and weighed in all pros and cons
● Accepted new junior role of integration manager and worked alongside
opposite mentality person
● Lead to development of interpersonal and leadership skills
● His collaborative skills led to his appointment as President of North
American Region
Rob Michalak
● Head of Public Relations at Ben & Jerry’s prior to its acquisition by
Unilever
● Conducted his personal SWOT to find his role redundant
● Left the company to learn about linkage of social responsibility with
corporate goals
● Stood as ‘innovator’ and got expertise in cause-related marketing
● Asked by CEO of new merged entity to join as director of social mission
● Responsibility included realigning merged entity’s brand
● Helped move company towards more activist social agenda
Thank you

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