Professional Documents
Culture Documents
Phanish Puranam
Thus, after decades of research the overwhelming conclusion must be that M&A activity, on average, does not positively contribute to an acquiring firms performance.
Acquisitions
1993-94
1995
1996
1997
1998
1999
Exploration
Validation
Scale-up
Institutionalization
Commercialization
Entrepreneurial firms
Exploration
Validation
Scale-up
Institutionalization
Commercialization
Established firms
Exploration
Validation
Scale-up
Institutionalization
Commercialization
Goliath
Product development Innovative culture Talent Proven technology Continued product development
Commercialization Development process, scale up, approvals, design for manufacture Distribution Branding, sales forces, distribution channels
Inorganic Growth
Strategic partnerships
Organic Growth
New product development, Internal corporate ventures
Non-equity alliances
Acquisitions
Equity alliances
FIGURE 2
Target selection
Due diligence
Implementation
Evaluation
MIS/IT Legal Corporate finance Human resource Acquiring Business unit M&A Team Acquiring Business unit Corporate finance Human resource Acquiring Business unit MIS/IT Legal Human resource Acquiring Business unit
M&A Team
M&A Team
M&A Team
M&A Team
Cultural Integration
Culture - How we do things around here
Risk aversion
Femininit y
Planning Horizon
M asculinit y
Seniorit y
Organizational integration
The extent of linkages between the elements of different
organizations
Location in the organizational structure Incentives used to foster collaboration Cultural integration Networks across organizations
Manufacturing
Customer Advocacy
Sales
Product Mkt.
Product Mkt
LOB Mktng
LOB Mktng
LOB Mktng
Target Organization CEO Target Company Engineering Marketing Manufacturing Sales Customer Support
Yes
No
1.5
Non-Integrated Integrated
1
0.5
0 Capability Knowledge
Puranam & Srikanth, 2004 What they know vs. What they do: How acquirers leverage technology acquisitions, 2005
I*
Org. Integration
Target selection: Pick targets that generate synergies without much integration Implementation competence: Lowers costs of integration for any given level of integration
Goal: Emphasis on retaining top management and technologists Structural and incentive integration- considerable autonomy retained after acquisition as target made new business unit Cultural (human) integration- buddy system, careful target selection Networks: Co-location in most cases Clear communication & expectation setting Quick wins Track performance at 30, 60, 90-120 days. Gatekeeper
Pre-Announce
- Chambers email - Cisco press release - New acquisition live on CCO/CEC - Email alias active - single point for inquiries - Acquisition Snapshot - HR team onsite for 2-4 weeks - Virtual team members identified - Internal integration kick-off - Weekly integration meetings
Good management ?
Disciplined target selection Implementation competence Targets that deliver synergies with limited integration Organizational structure
Overvalued stock Monopoly power and the luxury to choose among targets Opportunities to learn from many small deals
Growth market
M&As often fail because they are complex Its not a single event! Integration must always balance a tradeoff between achieving collaboration and destroying motivation However, much evidence to suggest that a quick, well communicated implementation strategy is uniformly good. Cultural alignment is easier achieved through selection than change Its easier to change employees than change their culture. However, it pays to be at least aware of cultural differences, even if they cannot be reduced. Experience and routinized process helps But is a luxury that only repeat acquirers can afford.