Integration Archive

Multicultural Operations – a 2 minute read

Managing a multicultural team can be tough.

Communication styles vary, and there may be differences in conventions around time, giving feedback, and disagreeing publicly. To overcome these differences, set clear norms and stick to them. Start by taking into account what will work best for your team as a whole.

Be aware that there may be team members who find it harder to meet certain expectations because of their cultural backgrounds. For example, if you have established that team members must arrive at meetings exactly on time (Western-style punctuality), you’ll need to reinforce that norm consistently across the group and remind non-Westerners why being on time matters. Of course, sometimes things change and adjustment is required, but keeping a consistent, clear structure for work styles and expectations is a critical way to create a common-ground team culture. Continue reading

Tagged with: ,

Post Acquisition Integration

Alberto Elli looks where the resources are concentrated during the three major temporal blocks of an acquisition

After so many years of being involved in business development, I think one of the most critical moment in an acquisition is the integration phase, when there are great chances to destroy shareholders’ value.

Let’s see where the resources are concentrated during the three major temporal blocks of an acquisition:

1) Strategic intent, target setting and proforma decision to justify the deal price. Great focus from top management, quite unrealistic expectations pushed both from inside (needs for growth) and from outside (bankers driven by fees as a percent of acquisition price). Continue reading

Tagged with: , , ,

COO, Merger Integration – USA

Successfully led the integration of 2 independent sales teams, comprised of 1700 people

Chief Operating Officer with proven track record, leading multi-location, multi-million dollar, global B to B organizations through transformation to gain market share. Industry professional with impactful experience in Automatic Identification & Traceability Solutions of goods (hardware, software, service & consumables) through variable data coding and RFID.
Major achievement: Our top executive successfully led the integration of 2 independent sales teams, comprised of 1700 people — 400 sales – across operations in 38 countries, exceeded the 2008 sales goals of $795 million, and achieved cost and margin objectives during the global transition… Continue reading

Tagged with: , , , , ,

Interim Manager, CEO, Acquisition Integration – Japan

Our top executive conducted a particularly delicate integration in Japan

CEO of two companies : 20 years genuine worldwide leader in abrasives. 3 years distributor of building materials. 4 years as an independent consultant and senior advisor.

As the CEO of his company, our top executive conducted a particularly delicate integration in Japan. His point of view and approach on local brands is worth listening.
Major achievement: Turning a small French subsidiary into a worldwide leader without calling for any capital increase while serving regular dividends. Interim management, and international consulting expert. Continue reading

Tagged with: , , ,
Top