NYHRPS Optimizing Integration PDF Apr142016
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Transcript of NYHRPS Optimizing Integration PDF Apr142016
![Page 1: NYHRPS Optimizing Integration PDF Apr142016](https://reader034.fdocuments.us/reader034/viewer/2022042907/5886834f1a28ab962a8b7583/html5/thumbnails/1.jpg)
OPTIMIZING INTEGRATION
Padma Thiruvengadam Kelly Magnuson
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FROM THE LENS OF THE CEO AND BOARD
SHAREHOLDER VALUE
DELIVER IMMEDIATE TARGET VALUE POSITION FOR LONG-TERM GROWTH AND RETURN
Align to Strategic Planning
Talent Plan Org Design, Talent Retention & Engagement
Deliver on Operational Plan
+ + + MARKET PORTFOLIO OPERATING MODEL PEOPLE
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Target Identification
• Team • CEO • CFO • Business
Development • Strategy • Select
Executives
Due Diligence
• Team • CEO • CFO • General
Counsel • CHRO • Business
Development • Strategy • Select
Executives
Integration Planning
• Team • CEO • CFO • CHRO • Acquiring
Company TEAM
• Target Company TEAM
Legal Day One
• Team • CEO • CFO • CHRO • Merged Team
Transition to Business As Usual
• Team • CEO • CFO • CHRO • Merged Team • Identified
Leaders and appropriate team members
FROM IDENTIFICATION TO BUSINESS AS USUAL
HUMAN RESOURCES PLAYS A VERY CRITICAL ROLE AT EACH PHASE
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REALIZING VALUE THROUGH INTEGRATION
Immediate Target Value • Combined Revenue
• Operating Margins
• Portfolio Value
• HIGHER CALIBER TALENT
Long Term Value • Revenue growth through differentiated value
proposition • Leveraging Portfolio for incremental value
creation • Greater ROI
• COLLEAGUES TO REALISE LONG TERM VALUE PROPOSITION
CEO: Return on Invested
Capital
SHAREHOLDER RETURN
COLLEAGUES ARE CRITICAL TO DELIVERING IMMEDIATE AND LONG TERM VALUE
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INTEGRATION PLANNING MIRROR TEAMS IN EACH COMPANY
Workstreams Organized on specialty areas of focus
Process Organized based on how you conduct
business
Project Organized based on structure of
organization
Program: Key Objectives for the Integration
Integration
Sales & Marketing
Sales Compensation
Product Development
Product Portfolio
Prioritization
Manufacturing
Product A Manufacturing
Individual Product Transfer
Research & Development
Identify, mitigate and manage risk to ensure successful transition to BAU
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INTEGRATION EXECUTION LEGAL DAY ONE TO TRANSITION TO BUSINESS AS USUAL
Acquiring Team
Target Team
Legal Day One =
Merged Team
Business as Usual
Confidential, Separate Plans,
Data, and Processes
Transparent and Combined Plans,
Data, and Processes
Operations fully functional
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VALUE VALUE
EMPLOYER BRAND
COMPANY BRAND
EXECUTION
STRATEGY
Business Analysis
Customer Value Proposition Employee Value
Proposition
Capability Analysis
Process Analysis
OPERATING MODEL
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ART AND SCIENCE OF COMMUNICATION
Ø Transparency is critical
Ø Phasing of communication must align with planning
Ø Align internal messaging with external positioning
Ø Constantly assess impact of external messages
Ø Direct the ‘water cooler talk’ to desired area of focus
Ø Road shows
Colleagues
Vendors
Customers
Investors
Analysts
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LET’S GO TO YOUR QUESTIONS