The purpose of this presentation is to:
• Define Key Stakeholders, and their
perceived disbenefits, attitudes and how to
a...
Todays presentation adresses 3
main questions:
Which perceived
disbenefits, and
attitudes needs to
be adressed towards
Key...
Results from former M&As within Orkla
might increase the perceived disbenefits !
Former M&As not successfull – Difficult t...
It is crucial that the perceived disbenefits are
neutralized among the owners, and management
team – otherwise risk of No ...
A non-approval from customers would
jeopardize the M&A!
Not a Danish supplier – Negative power balance
Risk of layoffs
• I...
Conclusion
Conclusion:
The key stakeholders, and
their perceived disbenefits,
could jeopardize the M&A
if not adressed.
1....
PRG should adopt a gradualist approach
in the post aquisition process
• Gives management time to learn
- different culture...
3 important actions to be taken, 6
months prior the M&A. (Phase 1)
Post Aquisition changes:
•Set clear specific Goals
•Rea...
The overall goal is to accelerate the revenue
growth, and reach a revenue of $40 millions.
Overall Goals:
Accelerate reven...
3 important actions to be taken,
year 1. (Phase 2)
Post Aquisition changes:
•Implement changes in
financial reporting syst...
3 important actions to be taken,
year 2-5. (Phase 3)
Post Aquisition changes:
•Implement necessary
common systems.
•New pr...
Conclusion
Conclusion:
The key stakeholders, and
their perceived disbenefits,
could jeopardize the M&A
if not adressed.
1....
The Balanced Scorecard (supporting slide)
of 13

Pierre Robert Implementation Storyboard

Published on: Mar 4, 2016
Source: www.slideshare.net


Transcripts - Pierre Robert Implementation Storyboard

  • 1. The purpose of this presentation is to: • Define Key Stakeholders, and their perceived disbenefits, attitudes and how to adress them. • Recommend which approach PRG should adopt in the post acquisition process. • Present the phases, actions and outcomes in the post aquisition process. • Define the risks in the process, and how to mitigate them.
  • 2. Todays presentation adresses 3 main questions: Which perceived disbenefits, and attitudes needs to be adressed towards Key Stakeholders, and how? Which approach should PRG adopt in the post management M&A process, and which phases, actions, and outcomes are expected in it? Which are the key risks, and how should they be mitigated?
  • 3. Results from former M&As within Orkla might increase the perceived disbenefits ! Former M&As not successfull – Difficult to create value • Need to adress the perceived disbenefits of the owner (Orkla). • Important to change current level of commitment, and support among the board of directors, and specially those who represent the owner.
  • 4. It is crucial that the perceived disbenefits are neutralized among the owners, and management team – otherwise risk of No Deal. Not a family business anymore – Negative local publicity Risk of layoffs – Change in decision rights • It is crucial to neutralize the perceived disbenefits of the owners and management team, in order to be able to enter an M&A process. • Contract a professional third party • Important to pinpoint the key benefits, and reduce the uncertainty.
  • 5. A non-approval from customers would jeopardize the M&A! Not a Danish supplier – Negative power balance Risk of layoffs • Important to ”tell a story” to the customers . • Reduce uncertainty. • Important to ”get an approval”, in order to be able to continue the process.
  • 6. Conclusion Conclusion: The key stakeholders, and their perceived disbenefits, could jeopardize the M&A if not adressed. 1.Change the perceived disbenefits, reinforce the key benefits. 2. Prioritize 3. Get approval customers. Which approach should PRG adopt in the post management M&A process, and which phases, actions, and outcomes are expected in it? Which are the key risks, and how should they be mitigated?
  • 7. PRG should adopt a gradualist approach in the post aquisition process • Gives management time to learn - different cultures, national as organizational - the new market, customers and consumers - the company • Before designing and implementing change. • Supports the Orkla ”multi local model”.
  • 8. 3 important actions to be taken, 6 months prior the M&A. (Phase 1) Post Aquisition changes: •Set clear specific Goals •Reassure the Mgmt.of Jbs that current leaders stay. Actions to be taken: •Conduct a cultural audit •Set the overall Goals •Reassure employees Cultural Factors to be sensitive to: •Language differences •Communication style differences. Expected employer behavior •Exited management •Anxiety among employees in Jbs
  • 9. The overall goal is to accelerate the revenue growth, and reach a revenue of $40 millions. Overall Goals: Accelerate revenue growth +$12 millions, +42% Revenue: $40 millions. EBITDA 14,9% to 18,5% Specific Goals & Measures: Apply the Balanced scorecard - Financial perspective - Customer perspective - Internal Business perspect. - Innovation/Learning
  • 10. 3 important actions to be taken, year 1. (Phase 2) Post Aquisition changes: •Implement changes in financial reporting system. Actions to be taken: •Communicate cultural audit. •Provide traning for changes •Integration team needed. Cultural Factors to be sensitive to: •Power orientation •Communication differences. •Structures and controls Expected employer behavior •Increasing resistance to new procedures. •Slow to accept reorganisation
  • 11. 3 important actions to be taken, year 2-5. (Phase 3) Post Aquisition changes: •Implement necessary common systems. •New products •Move toward Best practice Actions to be taken: •Gradual change in Jbs Mgmt. •Further training for other changes need to be introduced. Cultural Factors to be sensitive to: •Communication, measure, and feed back. •Language differences •Monitor behavior •Tolerance to uncertainty. Expected employer behavior •High level of resistance, due to many changes. •Need consistent and constant communication.
  • 12. Conclusion Conclusion: The key stakeholders, and their perceived disbenefits, could jeopardize the M&A if not adressed. 1.Change the perceived disbenefits, reinforce the key benefits. 2. Prioritize 3. Get approval customers. Conclusion: PRG should apply the gradualist approach, and implement the post aquisition management process. Which are the key risks, and how should they be mitigated?
  • 13. The Balanced Scorecard (supporting slide)

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