APMP Mergers Presentation 10 26 19 Final · Five instances of Salesforce and another Customer...

PROPRIETARY & CONFIDENTIALPROPRIETARY & CONFIDENTIAL

Margaret Klein, Senior Director, Enterprise Proposal TeamAmanda Colwell Olson, Senior Proposal Analyst

01.16.2019

MERGER AHEAD: THE STORY OF HOW MULTIPLE PROPOSALS TEAM BECAME ONE

PROPRIETARY & CONFIDENTIAL 2

Mergers and Acquisitions are Everywhere

Becoming Change Healthcare

Key Merger Integrations • People• Tools & Processes• Data & Reporting

Lessons Learned

Discussion

Agenda

Margaret KleinSenior Director, Enterprise

Proposal Team

Amanda OlsonSenior Proposal

Analyst


Four Companies from One Cubicle


Mergers and Acquisitions are Everywhere

SOURCES

https://bit.ly/2lr6AB5https://bit.ly/2JpSGfU


Employees involved in the merger• McKesson: 10,000• Change Healthcare Holdings: 5,000

Today, new company: 14,000+ people offering 100+ solutions/services

Becoming Change Healthcare


Key Merger Integrations

Data & Reporting

People

Tools & Processes


Feelings of anxiety and frustration that can come with changeNeed to operate and feel like ONE efficient teamNeed to be recognized as a valued team in the new company

Integrating People: Challenges


Got to know each other as people• “Speed team-dating,” regular calls, and in-

person meetings

Restructured teamEngaged team in creating “new normal”• Formed ad hoc committees to evaluate yours,

mine, and ours

Identified team members who understood the new vision and could facilitate changeElevated personnel during succession plan development

Integrating People: Strategies


Reset expectations Reorganized team to support new sales structureDeveloped mission statement

Integrating People: Results


New brand

Various proposal process/procedures being followed across the team • Different stakeholder experiences• Different expectations

Team members on different technology platforms and systems

Integrating Tools/Processes: Challenges

New Normal

Different processes

New brand

Multiple systems

& platforms


Created short-term escalation processes for conflicts that arose due to growing pains

Established ad hoc teams to look at every aspect of what we do• Comprised of at least 1 person from each

legacy company

• Assessed current procedures/processes and industry best practices

• Presented findings and recommendations to team

• Developed detailed playbook

Integrating Tools/Processes: Strategies


Developed plans to train and roll out each item

Held trainings (“roadshows”) with leadership and stakeholder teams to build awareness, engagement, and support

Integrating Tools/Processes: Strategies (cont.)


Figured out best ways to share data despite separate systemsUnified content management systems• Evaluated options • Leveraged standardized naming

conventions for familiar feel• Communicated set SLAs

Maintained SME contact sheet to keep track of SMEs

Integrating Tools/Processes: Strategies (cont.)

Standard folder names

customized as needed based

on product


Team members/SMEs understand proposal process and procedures Team uses one content management system and easily navigates folders (familiar feel)Proposal content reflects new company • Within first few months, nearly 5,500 Q&A pairs

rebranded and 1,000+ Q&A pairs added to database for RFx's (company and product info)

Team can access shared documents

Team can navigate organization

Integrating Tools/Processes: Results


Five instances of Salesforce and another Customer Relationship Management (CRM) tool, Pivotal • Proposals/RFx's only integrated with some • Processes and levels of detail were different• Values were different (e.g., for Opportunity

Stage)Dependencies on other actions being taken first (alignment of values, etc.) meant we had to wait until Year 2 for some actions

Integrating Data/Reporting: Challenges


Evaluate what applications and data you have • Review data sets

Unify data• Compare and analyze• Determine what data is useful to

mergeDevelop plan to combine data• Worked with CRM and data teams• Aligned with bigger picture around

data alignment

Integrating Data/Reporting: Strategies • Planned for parallel processes for

RFPs/proposals created in all instances

• Worked with stakeholders to prioritize inclusion of RFP data in the data warehouse; and to build database

Identify resources for standardization and unificationCreate a communication plan to inform stakeholdersTrain stakeholders and their staff


Developed daily, weekly, and monthly automated reportsIntroduced quarterly and annual analysis

Integrating Data/Reporting: Results


Sample Daily Snapshot


Sample: Monthly Rollup Report


Sample: Trend Analysis Report

6 5 7 3 6 27 5 2

3 6 1 7

15

10 6 9

1

18 14

612

16

1014 9 12

15

12 15

10

16

20

2016 17 8

7

5144

31

59

64

69

66

86

71

28

1

2

1

1

1

2

1

0

20

40

60

80

100

120

140

FY2018 Q1 FY2018 Q2 FY2018 Q3 FY2018 Q4 FY2019 Q1 FY2019 Q2 FY2019 Q3 FY2019 Q4 FY2020 Q1 FY2020 Q2

RFQ Response

RFP Response

RFI Response

Proactive Proposal

Other

Follow-Up


Sample: Response by Level of Effort Report

28 5 6

15 4 5 5

26

31

22

45

40 3239

51

40

21

15

4

5

9

1922

17

26

18

10

0

10

20

30

40

50

60

70

80

90

FY2018 Q1 FY2018 Q2 FY2018 Q3 FY2018 Q4 FY2019 Q1 FY2019 Q2 FY2019 Q3 FY2019 Q4 FY2020 Q1 FY2020 Q2

3 – Complex

2 – Average

1 – Simple


Mitigated the anxiety and frustration that can come with changeOperate and feel like ONE efficient team• Completed and using playbook• Delivered >400 RFP and other responses• Met all objectives and key results

Recognized as a valued team in the new company• “Night and day”• Other department adopted database• Roadshow

Were We Successful?


Another team has joined the department, requiring another mini-mergerWe continue to re-evaluate tools and storage platformsData collection and use continues to evolve

Work Continues

We created additional fields to manage an enterprise-wide bid/no bid process that supports increasing win rates with a decreasing cost to winWe engaged developers to create dashboards for granular and user-specific reporting


• Let go of “us” and “them”

• Focus on face time and collaboration

• Recognize that change is difficulto Then be the leaders in

embracing the opportunity

• Failure is OK

Lessons Learned

• Act early and decisively • Anticipate and plan for

challenges • Leverage resources• Build a shared and

effective content management strategy

• Communicate early and often

• Failure is OK

• Build relationships and champions

• Know the value of your data projects for the whole organization

• Make it easy for others to help you

• Failure is OK

25PROPRIETARY & CONFIDENTIAL

APMP Mergers Presentation 10 26 19 Final · Five instances of Salesforce and another Customer...

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