BUSINESS EXCELLENCE PROCESS

BUSINESS EXCELLENCE CONSULTING
.... CONSULTING OPPORTUNITIES
... Assessment Center
... Business Process Engineering
... Change Mangement
... Coaching and Mentoring
... Competency Mapping
... Computer Based Training
Tools Design
... Cultural Adaptation of Products
... Cultural Adaptation Post Mergers
and Acquisitions
... Designing HR Processes
... Designing Learning/Development
Processes & Departments
... Managing Innovation Centers
... Organization Surveys
... Succession Planning

ORGANIZATIONAL DEVELOPMENT

SOFT SKILL ENHANCEMENTS

EMOTIONAL INTELLIGENCE

Mergers and acquisitions are performed in the hopes of realizing economic gains. There has been an unprecedented growth in the number of mergers and acquisitions that took place in the past few years.

The issue of Cultural Compatibility between merging firms has long been proposed as an important determinant of the realization of potential synergies. Levinson highlighted an analogy between mergers and marriages which says that culture is as fundamental for organizations as personality is for individuals.

An organization's culture defines its managerial style, structure and organizational practices. Each company has its own set of values which may conflict with those of the acquired company. The employees may not be able to accommodate themselves in a new culture and thus may lead to cultural shock. Inability to adapt to a new culture increases stress levels among employees and results in low job performance. The need therefore is to follow a structured approach in dealing with cultural differences.

We at Atyaasaa facilitate cultural adaptation by cultural assessment of the two merging firms or the acquiring and being acquired firms. The purpose of cultural assessment is to evaluate the factors that may influence the organizational compatibility, to understand the future cultural dynamics as the deal takes place, and to prepare plans of how the cultural issues should be addressed if the merger or acquisition goes through.

Before a valid cultural integration strategy can be developed on the part of the acquiring company or the amalgamating organizations, a clear understanding of the prevailing cultures of both the units is necessary. But this requisite is often neglected in reality.

While assessing the prevailing culture, focus is diverted on cultural manifestations- artifacts and behaviors.

Assessment of true cultures can be done based on the following:

1. Core beliefs of organizations about what it takes to win
2. Their business strategy
3. Outlook of the company (long term or short term) and its way of executing initiatives
4. How much risk is the company used to accepting?
5. Is the company result oriented or process oriented?
6. Power distribution within the company
7. The mode of decision making: through consultation, consensus or authority
8. Way in which information is viewed and managed
9. What is the typology of valued employees?

After assessing the culture comes culture creation. It is significant in two ways: first the culture affects performance of a business. The employees who share a culture are more likely to be united in their thoughts and actions and such unity impacts performance.

The second assumption for culture creation is that the old ways are not new ways. Old habits and practices which were in place before the deal may not be acceptable to the business after the merger or acquisition has taken place. Cultures that matched the old business needs must give way to cultures which reflect the changing needs.

Culture creation needs to take place in stages sequenced below:

1. Articulate the way culture change is central to business success
2. Commit top management for culture change
3. Identify alternative approaches to create culture and
4. Zero in on one appropriate strategy and implement it

In case of an acquisition a Culture Transformation is done for the company being acquired.

Based on the above lines we devise appropriate training programmed which include cross-cultural training for the expats and culture training for the employees of amalgamating and acquired organizations.

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