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Realizing the Synergies that Elude
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| Date: |
27 November 2008 |
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9:00 am - 5:00 pm |
| Fee: |
S$2790* (subject to 7% GST) Register with payment before 15 Oct 2008 |
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U.P. $2890 |
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(lunch, refreshment, learning materials) |
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ALSO INCLUDES ACCESS TO:
HARVARD BUSINESS PUBLISHING CASE STUDIES |
| Venue: |
Marriott, Singapore |
| Enquiries: |
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Payment must be made before the commencement of the workshop. No cancellation is allowed 7 days prior to workshop. |
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The concepts you will learn are based on David Ager’s recent three years intensive field study on post-acquisition integration. At the end of the workshop, you can expect to:
- Understand the importance of organizational alignment and organizational culture;
- Examine the importance of effective leadership and a strong culture in implementing strategy;
- Understand the levers at a leader’s disposal for diagnosing and adjusting an organizational system, and the complexities of taking action;
- Understand the key elements in post-acquisition integration that are critical to realizing sought-after synergies including vision and fit, pre-acquisition planning, cultural re-alignment, post-acquisition execution and making decisions about key personnel;
- Understand the Cisco approach for capturing the potential value from an acquisition; and
- Understand the importance of leadership in the process of post-acquisition integration.
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Session 1 – Leadership, Alignment, and the Synergies that Elude
Alignment is a key element of any post-acquisition integration strategy and yet most organizations pay short shrift to this critical phase of the integration process. Most leaders stop at the point where they announce the acquisition and the great potential to realize synergies. How do you put the acquisition strategy into action? How do you realize the synergies? How can leaders use alignment as a tool to develop a plan for integration?
Session 2 – Planning and Executing
What are the challenges inherent in executing an integration plan and the business strategy simultaneously? What are the various elements, steps and management issues such as cross-cultural management, vision and strategy, organizational structure, governance, leadership, and operational processes that need to be considered when designing and executing a post-acquisition plan?
Session 3 – Capturing Potential Value the Cisco Way
What are the best practices that underlie the Cisco approach to integration? How has this approach repeatedly delivered value to Cisco? How should an acquiring firm think about issues of strategy, system,s and processes, as well as people and retention issues following completion of an acquisition.
Session 4 – Overcoming Obstacles to Integration
What obstacles can you identify that impede your attempts at integration? What actions can you take to mitigate these barriers to integration? What organizational capabilities and understanding must be developed in order to realize these actions? What tools can you use to begin to build organizational capabilities and understanding?
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David Ager holds a Ph.D. in Organizational Behavior from Harvard University. His research focuses on the intergroup nature of post-acquisition integration in the context of high growth entrepreneurial firms. Dr. Ager is a faculty member at Harvard University where he teaches courses in leadership and organizational behavior and serves as an assistant director of undergraduate studies.
He recently performed a three year intensive field study on post-acquisition integration.
It proposes that even in situations where the cultures of the merging organizations are similar, actors may engage in what he labels an "avoid" dynamic that reinforces in-group and out-group differences, inhibiting integration. His study highlights the role of identity in shaping these post-acquisition integration outcomes.
His dissertation contributes to a better understanding of the reasons why so many mergers and acquisitions fail. It also contributes to theories of social identity and theories about the role of uncertainty in economic life.
Dr. Ager has consulted and taught for several large multi-national firms from different industries including finance, high- technology, hospitality, consumer products, bio-technology, bioenergy, tele-communications, and wholesale distribution. His consulting activities include leadership development, strategic planning, talent management, change management, M&A, team building and succession planning.
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A full-day highly interactive workshop with practical group discussion based on Harvard Business School Publishing CASE STUDIES.
Pre-workshop Preparation
Participants will also be provided with a series of learning materials that they need to prepare before coming to workshop.
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Directors, CEOs, COOs, CFOs and Senior Managers involved in decisions related to the strategic direction of the Organisation, specially in Leadership and Post-Acquisition Integration areas including but not limited to:
- Leading and managing organizational alignment and culture;
- Shaping organizational vision and strategies for successful implementation;
- Playing key roles in setting organizational systems and procedures; and
- Managing key resources for successful post-acquisition integration success.
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Organised by:
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