|
|
 |
|
Mergers & Acquisitions: Meeting Integration Challenges
The total value of Canadian mergers and acquisitions fell 26 percent to $29 billion
(U.S.) in the first six months of 2002, down from $38 billion over the same period
in 2001. Although deal values dropped significantly, the number of deals has
remained relatively stable.1 The challenge for these merged entities is to quickly
realize the strategic and financial benefits of the transaction. In the series of
articles below we explore how people and culture issues, effective communications
and rationalizing benefits plan design can impact both pre- and post-deal
integration planning.
Mergers & Acquisitions: Effectively Managing The “Soft” Assets
This article de-mystifies what “people and culture” means and provides direction on how to identify those “soft” assets that have the most significant impact on acquisitions. With this information buyers will be better able to assess the implications of people and culture in their next deal.
Bringing People Together: Communication In Mergers & Acquisitions
Mergers and acquisitions breed uncertainty and fear among employees. Comprehensive, straightforward, concise and timely communication can help build employee commitment and focus employees on the day-to-day operations of the organization during a critical time of change.
Making Integration Work With Employee Benefits
Rationalizing benefits programs in a new merged organization can be a significant undertaking. Coverage for disabled employees must be handled with particular care. A good understanding of the potential problems that could arise with respect to disabled employees and how they can be best resolved, will facilitate the successful integration of organizations involved in a merger or acquisition.
-
The Globe & Mail, Wednesday, June 26, 2002. Reported by KPMG using data from analytical company Dealogic,
which reports in U.S. dollars. [return to text]
|
