Assessing & Integrating Leadership Teams 3.0 · networking sites such as LinkedIn and Facebook,...

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Orchestrating Success

Assessing and integrating leadership teams in M&A.

©2017BTDInternationalLtd.Allrightsreserved. 2

ReadanybookorpaperonsuccessfulM&Aintegrationandanumberofwell-establishedsuccessfactorsemerge–Definingaclearvisionforthenewbusiness;announcingthetopteamearly;communicatingopenlyandfrequently;andothers.

Surprisingly,oneareathatisrarelymentioneddespiteunderpinningalloftheseistheneedtobuildastrong,integratedleadershipteamasearlyaspossible.This‘missinglink’isnotablyabsentintraditionalintegrationbestpractice,whichtypicallyfocuseson‘harder’aspectsofintegration.Integrationisoneofthemostcomprehensivetypesofchangethatanybusinessundertakes,andsuccessisdrivenbycommunication,collaboration,compromise,andmutualsupport;allleadingtothefamous(andfamously-elusive)‘1+1=3’.Itrequiresnotjustahighlevelofcapabilityandcommitmentfrombusinessleadersasindividuals,italsodemandsstrong,highly-performingmanagementteamsfromthetopdown.

AnyonewhohaswitnessedM&Afromthetopwillknowinstinctivelythatastrongexecutiveteamisvitalwhennavigatingthestormyweatherthatintegrationbrings.Withoutit,noamountofprogrammeplanning,riskmanagementorcommunicationswillkeeptheshipontrack.

ThewisestofM&Aprofessionalswillalsotellyouthat,apartfrompureassetstripping,thelion’sshareofdealbenefitsrequiregoodwill,leadershipbuy-inanddiscretionaryeffortfromthekeyplayers.Buttheconundrumisthatyoudon’treallygettoknowalargenumberoftheleadersuntilafterthedealcloses.Thispresentsthoseinchargewithasetofpeople-basedchallengesfromDay1:

§ Youcan’tassumethatleadersonbothsidesareautomaticallysupportiveofthedeal.Theyusuallyneedsomeconvincing;

§ Theirabilitytoleadthebusinessinanewdirectionorenvironment,andaccordingtonew‘rulesofthegame’,isunconfirmed;

§ Bothsidesarelikelytotreateachotherwithsuspicion,andinsomecasesmistrust;

§ Previousteamsaredismantledovernightbytheprocess,andnewrelationshipsandteamstaketimetoreplacethem;

§ Attitudes,assumptions,andacceptedbehaviours(thecomponentsofan‘organisationalculture’)areunknownacrossthedealdivide;

§ Everyone–includingthoseinthetopteam–isfacingahighdegreeofpersonaluncertainty,changeandstress,regardlessofwhatagreementsyoumayhavestruckwiththem.

Integration is one of the most comprehensive types of change that any business undertakes, and success is driven by communication, collaboration, compromise, and mutual support; all leading to the famous (and famously-elusive) ‘1+1=3’.

It requires not just a high level of capability and commitment from business leaders as individuals, it also demands strong, highly-performing management teams from the top down.


Experiencedacquirersfindwaystofocusonboththe‘task’oftheintegrationandthe‘reality’oftherelationship.Failuretodosowillleadtoanumberofcommonsymptoms:

§ Increasinglydemotivated,andinsomecasesquietlyresistant,newly-acquiredmanagersultimatelyleavingthebusiness;

§ Tensionsorolddisputeswithinyourownlegacyteamresurfacingandpollutingtheneworganisation;

§ Beingblindsidedbyaseeminglytrivialissuethatresultsinalossofsupportfromoneofyourtopteammembers,soderailingtheprocess;

§ Significantly-reducedspeedandefficiencyofdecision-making,leadingtoadelayinbenefitsrealisationoraddedcost;

§ Aslowerosionofconfidenceinthecapabilitiesofanewly-acquiredmanager;

§ Persistentuncertaintyandrumourstricklingdownfromthetopofthebusinesstolowerlevels,distractingindividualsandslowingdownoperations;

§ Lackofleadershipteamingatthetopgivingyou‘nooption’buttokeeptheentitiesseparate,sopreventingdealbenefitsfrombeingrealised.

So,thekeyquestionsreallyare:Howareacquiringfirmshelpingthetwoleadershipgroupscometogetherasasingle,high-performingteamasquicklyaspossible?Howwelldodeal-makersunderstandtherealabilityandcommitmentofmanagerstobuildthisnew,integrated,leadershipteambeforethedealisstruck?

Despiteitsabsencefrommainstreampost-closeintegrationpractice,understandingtheleadersyouplantoacquire,andhowtheymightfitintoyourplansforthefuture,isincreasinglyrecognisedasanimportantpartofpre-dealassessment.Onceacquired,specificapproachestointegratingthenewleadershipteam,andensuringtheretentionofkeyindividualswithinthatteam,needtobecomeacorepartofintegrationbestpracticeinfuture.Thispapernowoutlinessomekeyprinciplesdesignedtoincreasethelikelihoodofastrong,integratedleadershipteampost-acquisition.

We often see a transformation of the context within which a newly-acquired business operates: from slaying dragons to rescuing princesses.

Leadership is situational: The strongest leaders will adapt, provided they are properly supported.


UNDERSTANDTHENEEDSOFTOMORROW’SBUSINESS,NOTTODAY’S

Itisvitaltolookattomorrow’saspirationalbusinessratherthanthetwolegacybusinesseswhenconsideringnewleaders.Whilebeingrespectfulofthepast,avoidthetemptationtoassessleaders(formallyorinformally)basedsolelyonyourcurrentbusiness.“Icanseeherworkingreallywellinourgrouptoday,it’saperfectfit”iscommonlyheard,butmayleadyoutothewrongconclusion.Beforecommittingtoviewsonindividuals,beclearonthefollowing:

§ Whatwillthecombinedbusinesslooklikepost-close?WhatarethelikelyprioritiesandchallengesthatwillemergefromthefutureVision&Strategy?

§ HowbigisthegapbetweenthisfutureVisionandtoday’sreality?Howmuchchangewillbeneededoneitherside?

§ Whatkindofleaderswillweneedtodeliverintegration?Whatskills,experience,behavioursandmotivationswillbekey?

§ Whatkindofleaderswillthebusinessneedonceintegrationiscomplete?Itisoftenthecasethatgoodchange/transformationmanagersarenotbestplacedin‘steadystate’situations.

§ Howwillsuccessionplanningandleadershipcapabilitybedevelopedovertime?

Weoftenseeatransformationofthecontextwithinwhichanewly-acquiredbusinessoperates:Managersintheacquiredentitymayhavebeenknee-deepintherealityofdailysurvivalandfirefighting:“Unlessweslaythedragontoday,therewillbenotomorrow.”Successfulmanagersinthiscontextusuallydemonstratestrongdecision-making,clearcommunications,aruthlessfocusondelivery,andanauthoritarianleadershipstyle.Incontrast,theacquireroftenhasalonger-term,morevisionaryperspectivebasedonopportunity,investmentandgrowth:“Forgetaboutdragons-theworldisfullofprincessesouttherejustwaitingtoberescued!”Rescuingtheseprincesseswillrequirevision,opennesstonewideasandopportunities,comfortwithrisk,andalonger-termperspectiveandpatience.Thisisaboutmindsetaswellascapability,andhelpingmanagersintothisnewgamerequirescarefulhandling.Thereshouldbearecognitionoftheskillsandeffortsusedinthepasttoslaydragons,andastrongsignalaboutthechangeofcontextandfocusforthefuture.Leadershipissituational:Thestrongestleaderswilladapt,providedtheyareproperlysupported.

It is important to build some kind of broad sketch of the human side of the deal as soon as possible – ultimately it is they, not you, on whom successful integration will depend!

How you deal with the tough people issues will be equally significant - they will remember your approach for a long time to come.


Evenwherealeadercanbeeffectiveinbothcontexts,perceptioncanbeasimportantasreality:Ifnewly-acquiredleadersaresuddenlybeingaskedtoleadtheirteaminanentirelynewdirection,theywillneedhelpastheyopenlyrevisitoldassumptions,challengetheirownlegacydecisions,andre-engagetheircolleagueswithanewVisionandStrategy.

Whenacquiringprivatebusinesses,alsokeepinmindthechangeinpersonalcircumstancesofanyowner-managersyouwishtoretain:Someofthemmayhaveachievedfinancialindependencethroughthesale,presentingthemwithnewoptionsandmotivations;theymayalsoseeamarkedly-differentlandscapeofopportunitiesforadvancementwithinthenewfirm–forthebetterorworse.Addtothisacommonclashbetween‘smallbusiness’vs‘largebusiness’culturesandtheirengagementwithinthenewbusinessisalmostcertaintochange.Wealwaysrecommendthatacquirersconsiderup-frontwhattheywoulddoifanyoftheseindividualsdiscoverthathiddenpassionforgolf,travel,orevenanewbusinessstart-up(inacompetingfield?)threeorsixmonthspost-close.

SEEBEYONDTHEDEALTHROUGHTOTHEPEOPLE

Onceyouhaveestablishedthevisionfortomorrow’sbusiness,attentionshouldshifttoindividualleaders.Specifically:

§ Experience,trackrecord,skillsandmixofcapabilities;

§ Style:Whataretheyknownfor?Whatarethe360°perceptions?

§ Strengthofrelationships,whatthoserelationshipsarebasedon,andimportantlytheirpropensitytobuildnewrelationships;

§ Aspirationsandspecificmotivations;

§ Theirattitudeandapproachtotheacquisition,andinparticulartheirdegreeofflexibility(thinkalsoabouttheirwillingnesstochangerole,portfolioand/orlocation);

§ Theiroverallvaluetothefuturebusiness:Whatwouldtheirretentionreallymeanversustheirdeparture?

Assessmentofpeopleisaspecialistfieldandchallengingatthebestoftimes.Thisismorechallengingpre-closewhenaccesstoaccurate,consistentinformationisdifficult.Evenmoredifficultarescenariosinvolvinghostiletakeovers,whenaccesstoindividualsisimpossible,andnegative,confrontationalmind-setscanbefirmlyinplace.Regardless,itisimportanttobuildsomekindofbroadsketchofthishumansideassoonaspossible–ultimatelyitisthey,notyou,onwhomsuccessfulintegrationismostlikelygoingtodepend!


Recognisingthatleadershipassessmentisnotanexactscience,therearetwoimportantconsiderations.First,openyourinquirywidelytomakeuseofadiversesetofinformationsources.Thepre-dealdataroomitselfwillalmostcertainlycontainperformancerecords,workhistory,involvementinkeyprojects–asimpleinformalcountofthenumberoftimesindividualsarereferencedindocumentation,andhowbroadly,willgiveagoodfirstindicationoftheirimportancetothecurrentbusiness,andthescopeoftheirexpertiseandinfluencebeyondtheirformaltitle.Aswellasperformancedata,considerinformalsources,e.g.informationfromsocialnetworkingsitessuchasLinkedInandFacebook,publishedarticles,andanecdotalinformationfromcustomers,suppliers,andotherpartnerstobuildapicture.

Second,andmostimportantofall,acceptthatallinformationisindicativeandnotconclusive.Peoplecanandoftendochange,andviewsfromothersaresubjectiveandcontextual.Attemptingtoconductanassessmentofindividualsinthesamewayasyouwouldvalidateafinancialbusinesscaseisarecipefordisaster.GetprofessionaladvicefromspecialistsandtrustedHRcolleaguestoremainobjective.

Wheredesiredandpossible(e.g.aftertheannouncementofafriendlyacquisitionormerger),morespecificassessmentscanalsobeconducted,e.g.:

§ Self-assessmentsaroundkeyleadershipcharacteristicsandpersonalitytype;

§ Leadershipsurveysand/orinterviewstorevealindividualvaluesandbehaviours,leadershipstylesandaspirations;

§ Broaderculturalsurveystoidentifybroaderandmoreendemictrends;

§ Formalteamassessmentstoconsidertheeffectivenessanddynamicsofmanagementteams;

§ Informalgroupmeetingstodiscussgoals,priorities,workingstylesetc.;andtoobserveandassessteamdynamics.

Regardlessofyourapproach,assessleadersonbothsidesofthedeal,andbepreparedtoaddresstheconsequences.Oneleaderworkingoutofalignment,oronebrokenrelationshipisenoughtodamagetheentiretopteam.It’salsoworthrememberingthathowyoudealwiththetoughpeopleissueswillbeequallysignificant-peoplewillrememberyourapproachforalongtimetocome.


PREPAREYOURLEADERS,ANDTHEBUSINESS,FORTHEJOURNEY

Integrationrepresentsoneofthemostunsettlingandchallengingtimesinanymanager’scareer,andheorshewillneedinformation,encouragementandsupporttohelpthemprepareforthechangestocome–notfromDay1,butfromthemomenttheybecomeawareofthepotentialdeal.Thingsyoucandointherun-uptoDay1include:

1. Communicateandengage:Inmanycases,thepotentialsaleofabusinessiswidelysuspectedorknownwellbeforesuitorscometocall.Ontheoppositeside,acquirersneedtoinvolvetheirownmanagersacrossarangeofdisciplinesiftheyintendtoleveragetherightrangeofskillsandexperiencefortargetassessment,duediligence,andintegrationplanning.Incaseswhereregulatoryapprovalisrequired,manymonthsmaypassfollowingannouncementduringwhichuncertaintyandrumourswillpermeatetheorganisation.Seniorbusinessleadersarenomoreimmunetothisconditionthananyoneelse;ifanything,theirlevelofconcernwillbehighertoreflectabeliefthattheirpositionmaybeatrisk,arelocationmayberequested,orthattheirrolemaychange.Assoonasanyindividualbusinessleaderistoldofthepotentialdeal–regardlessoftheirroleorinvolvementinthetransactionitself–thatisthepointfromwhichyouneedtohaveaplantohelpthemremainfocused,engagedandsupportiveofthebusinessgoingforward.

Basicchangemanagementconceptsarehelpfulhere-ensurethatthoseawareofanupcomingdeal:

- Understandwhatbenefitsthedealmaybringtothebusiness;

- Share(oratleastunderstand)yourvisionforthefuturepost-close;

- Understandtheprocessor‘bridge’bywhichthisvisionwillbe reached.Watchfortheirimmediatereactiontothenews,andwherepossibletakestepstoaddressanyconcernsorissues.Remember:Regardlessofhowbeneficialthedealmaybeforthebusiness,orhowexcitedyoumaybeabouttheopportunity,yourleadershipcolleagueswillnotautomaticallybeinthesameplace,andwillinstinctivelythinkabouttheimplicationsforthemwellbeforeanyconsiderationofthebusiness.Youhavealreadytakenseveralstepsalongthisjourney,andneedtogiveyourteammemberstimeandhelptocatchup,especiallyifyouneedtheirsupportinmakingtherightdealhappensmoothly.

Integration represents one of the most unsettling and challenging times in any manager’s career, and he or she will need information, encouragement and support to help them prepare for the changes to come – not from Day 1, but from the moment they become aware of the potential deal.


2. Prepareforleaks:Eventhemostconfidentialdealcyclescanseeinformationleakintotherestoftheorganisation,andfromthereintothepublicdomain.Oftenittravelsintheotherdirection:Employeesandmanagerswillhearnewsofapotentialdealthroughthepress,fedbyanalystspeculationdesignedtoflushoutthetruth,orthroughleaksspringingfromthemultitudeofthirdpartyfirmsinvolvedoneithersideofthetransaction.Asyourabilitytoconstrainorpreventsuchleaksislimited,thebestdefencereliesonmitigationandcontingency.Alongsideyourpre-dealprocess,puttogether–andkeepupdated–simplepressstatementsorothercommunicationproductstobepulledofftheshelf,tailoredandusedtorespondtoaleakquickly.Meanwhile,briefeveryone‘intheknow’onhowtorespondtoemployeeorexternalquestions.Simplemeasuressuchasthiscanhelpkeepuncertaintyanddistractionamongtheleadershipteamlow,whilealsosometimespreventingarumoureddealfromprecipitatinganearlyexitbyoneofyourownteam.

3. Engagetheleadershipindesigningthefuture:Aswe’vediscussedelsewhere1,thebestwaytoengageleadersintheprocess,andtobuildanewleadershipteam,istohavethemhelpinformandsupportthecreationofaVision,StrategyandOperatingModelforthefuturecombinedbusiness.Engagementandsupportgrowsoutofasenseofcontrolandempowerment,sogivingthemtheopportunitytocometogethertodiscussstrategy,structures,processes,capabilities,cultureandmorewillbringthemtogether,encourageconstructivedebate,helpnewteamdynamicstoemerge,andmakeuseofthecollectiveexperienceandaspirationsofthecombinedgroup.Asausefulby-product,youwillalsobeabletoquicklybuildabetterpictureofindividualleadersbasedontheirreaction,approachandengagementwiththisprocess.

4. Begintalentretentionearly:Amanager’sdecisiontoleavethebusinessmayhavebeenmadewellbeforethedealcloses,especiallyifleaks,rumoursandambiguityarewidespread.Aspartofleadershipassessment,considernotjusttheirsuitabilityforthenewbusiness,butalsotheircriticalitytofuturesuccess.Wherenecessary,youmayneedtobringsomeindividualsintothedealcircletocalmtheirsuspicions;wherenotappropriate,takeothermeasurestomakesuretheyknowthattheirlong-termvaluetothebusinessisappreciated,andthattheirdriversforengagementaresatisfied,whateverthosedriversmaybe.Wherepossible,workopenlywithbusinessownersontheothersideofthedealtoensurethattheirowntoptalentissimilarlylookedafter–theirwillingnesstodothisonyourbehalfwillspeakvolumesabouttheirownplansforthefuture!

1DesigningaNewBusinessModel,BeyondtheDealLLP2009


CREATETHETEAM

Manymodelsexistthatdefinehigh-performingteams,andthatfacilitatetheircreationandmaintenance.Therewillinevitablybeaperiodofprogressionto‘form,storm,normandperform’,buttakegreatcaretoensurethereisalsoanopportunityforthemto‘mourn’thepast!Thisisoftenignoredormissed,especiallywiththepressureofintegrationandthedesiretofocusondelivery.Failuretodothiswillcreateroomforpassengersalongthejourney,whocanoccasionallybecomescepticsandevencynicsifleftunchecked.

OneexampleistheHighPerformingTeam(HPT)ModeldevelopedbyConnectwelltohelpnewly-formedteams–andtheindividualsthatcomprisethem–explore,shareandimprovetheirteamperformance(seebelow).

Regardless of how beneficial the deal may be for the business, or how excited you may be about the opportunity, your colleagues will not automatically be in the same place, and will instinctively think about the implications for them well before any consideration of the business.


Groupsessionstoexploredifferencesinvalues,assumptionsandperspectivescanalsohelpbreakdownbarriersofsuspicionandmistrust.Inconjunctionwithmoreformalcultural,teamperformance,orleadershipassessments,thisisoftenthebeststartingpointforunderstandingwhatculturaldifferencesexistacrossthebusiness,whichofthesearegenuinelyimportanttoaddressgoingforward,andhowbesttoalignthem.ThefamouslyhighrateofM&Afailuresresultingfrom‘culturaldifferences’almostalwaysreflectsatitsheartaninabilityforleadershipteamstocometogether–thinkTimeWarnerAOLandDaimlerChrysler.Weretheirbusinessculturestrulyincompatible,orwasinsufficientattentionpaidtothecreationofasingleexecutiveteam?Sincethelatterisgenerallyacknowledgedtodrivetheformer,webelieveit’stimetobegintothinkdifferentlyaboutculturalchangeinintegration:IfLeadershipTeambuildingisreducedtoasinglelineitemonanIntegrationPlan,itcandangerouslyunderestimatetheeffortandcomplexityofthetask.Whileacollectionofpeoplecanbequicklybroughttogetherintheexecutivemeetingroom,teamsemergeovertime.Theyareconstantlyadaptingandevolving,anddeserveongoinginvestmentlikeanyotherpartofthebusiness.

Aunifiedteamneedsaunifiedvisiontodrawthemtogether,somethingthatcanberealisedthroughtheirinvolvementinOperatingModeldesign.Equallycriticalistheneedforclearroleswithintheteam.Thisismorethanasimpleunderstandingof‘whoisresponsibleforwhat’inafunctionalororganisationalsense;thisisalsoaboutrecognisingandappreciatingthedifferentrolesindividualsplaywithintheteam:Whodoothersintheteamlooktowhenthere’saneedfornew,unconventionalideas?Whobestchallengesgroup-think?Whohelpstheteamstayfocusedondecisionstobemadeunderpressure?Successfulteamsaremadeupofindividualstakingtheseandotherroles,underpinnedbyasharedsenseoftrustandrespectforthecontributionthateachmembermakes.


GETPEOPLEWORKINGTOGETHER

Asimplebuteffectivetacticistobuildone-to-onerelationshipsthroughmutualinvolvementinintegrationandoperations.Setjointprojectswithsharedobjectivesandrewards,andactivelyencourageindividualstospendtimeateachothers’workinglocation.Considertemporaryrelocationsforthefirst12monthspost-close.Expandtheuseofface-to-facemeetings,andencourageindividualsto‘pickupthephone’ratherthancommunicatebyemail–whenrelationshipsareneworfragile,emailscanbethebestwaytospreadmisunderstanding,inaccurateassumptionsandnegativeperceptions,nottomentionextendingthetimerequiredtoreachagreementanddecisions.Typicalprojectscaninclude:

§ Analysis&designtosupport,e.g.,productportfolioharmonisation,officerelocations;

§ Planningforspecificintegrationinitiativesorworkstreams;

§ Development&issueofnewslettersandothercross-entitycommunications;

§ Designanddeploymentof‘first100days’processes,e.g.tosharebusinessopportunities,exchangecontactinformation,consolidateforecastingandfinancialinformation;

§ Identificationandapplicationofbestpracticesandprocessesacrossbothentities.

Asanyexperiencedintegratorwillconfirm,assigningclearownershipofintegrationobjectivestolinemanagersiskey.Inadditiontothis,earlyinclusionofnewly-acquiredmanagersintoyourowncorebusinessactivitieswillalsoacceleratetheprocess.Thishastheaddedbenefitofhelpingthemunderstandyourownbusinessmorequickly.Involvetheminplanning,reporting,budgeting,leadershipmeetings,qualityaudits,andanyother‘signature’processesinyourbusiness.

The famously high rate of M&A failures resulting from ‘cultural differences’ almost always reflects at its heart an inability for leadership teams to come together.

Were their business cultures truly incompatible, or was insufficient attention paid to the creation of a single executive team?


HELPMANAGERSTHROUGHTHECHANGE

Whilesomeleadersembraceuncertaintyandchange,otherswillfindtheprocessofacquisitionandintegrationdifficult.Atthebeginningofthispaperwecitedsomechallengesfortheacquiringbusinessleader;nowconsiderthesefromtheperspectiveofthenewly-acquiredmanager:FromDay1,heorsheisfacedwith:

§ Newbosseswithunknownexpectationsandworkingstyles;

§ Newandsometimesunfamiliarresponsibilitiesfordeliveringintegrationobjectives;

§ Newcross-siteworkingenvironmentsthatmayincludenewlanguagebarriers,virtualteams,andmultipletimezones;

§ Anunspokenimperativetomaintainday-to-daybusinessperformance;

§ Unclearobjectives&‘rulesofthegame’;

§ and–forawhileatleast–alackofcertaintyaroundtheirownthefuture,whateverpositionsandassurancestheymayhavebeengiven.

Tailoredsupportformanagerscanhelpthemretainfocusandperformance,givethemanopportunitytoletoffsteam,andallowthemtobetterinterpretandunderstandtheirobservations,conclusionsandemotions.Thiscanbeprovidedbyprofessionalcoaches,orthroughtheassignmentofa‘buddy’ormentorfromtheoppositeorganisation.ThisisadvocatedinConnectwell’sHighPerformingTeamModelinitsreferenceto‘OpennessandSupport’.

Assessmentsandgroupdiscussionsregardingculturaldifferencesemergingbetweengroupscanalsobeausefulstartingpointtohelpleadersunderstandanddealwithsomeoftheaddedpressurestheyface.

Inadditiontoourownresearchandexperience,thisarticledrawsuponroundtablediscussionsheldbyexecutivemembersofCriticaleyeinMay2010.WeandtheteamwouldalsoliketoespeciallythankThrasMoraitisofXstrataplcforhiscontributionsandinsightsintothistopic.

Tailored support for managers can help them retain focus and performance, give them an opportunity to let off steam, and allow them to better interpret and understand their observations, conclusions and emotions.


ABOUTTHEAUTHORS

SteveBernardisfounderofConnectwell,adevelopmentcompanythathelpspeople,teamsandentireorganisationsmovebeyondtheirpotential.Previouslyaleaderintheaviationindustry,nowaregularconsultanttoexecutiveteamswithinfirmssuchasRoyalMail,AXA,CentricaandInvensys,Stevehasextensiveexperienceinleadershipteamcreationandcapabilitybuilding.

Steve’sapproachistoalwayslookbroadlyatindividuals,thegroupdynamicandthecontextwithinwhichtheyoperate,toprovidetherightsupporttotherightrelationships.ConnectwellwasbornoutofSteve’smanyyearsofexperienceinindustryandconsultingduringwhichthisapproachhasbeenabsent,tothedetrimentofchangeanddevelopmentinitiatives.

[email protected].

CarlosKeenerisaspecialistinM&AIntegration,andthefounderofBeyondtheDeal,abusinessthatprovidesacquisitionandintegrationstrategy,planningandexecutionsupporttoclientsworldwide.InadditiontoleadingM&Aandintegrationprogrammes,Carlosadvisesbusinessesoncorporateandacquisitionstrategy;enterpriseoperatingmodeldesign;integrationstrategy,planningandexecution;andturnaroundofpoorlyperformingacquisitions.

BeforeestablishingBeyondtheDealin2001,CarloswasaseniorconsultantatPricewaterhouseCoopers,andaseniormanagerwithinAccenture’sCorporateStrategyandM&Apractice.BasedintheUK,Carlos’workhastakenhimacrossEurope,theUS,Africa,LatinAmerica,theMiddle-East,andtheFar-East.

[email protected]

BTDisanindependentspecialistfirmprovidingmerger,acquisitionandintegrationsupporttobusinessesaroundtheworld.

ASSESSING&INTEGRATINGLEADERSHIPTEAMS:FIVEBETTERPRACTICESFORACQUISITION&INTEGRATION

1. Understandtheleadershipneedsoftomorrow’sbusiness,nottoday’s.Whatkindofleaderswillweneedtodeliverintegrationandthefuturebusiness?Whatskills,experience,behavioursandmotivationswillbekey?

2. Seebeyondthedealthroughtopeople–experience,style,motivations,relationships,attitudetothedeal,personalcontext.

3. Prepareyourleadersforthejourney.Startoncetheybecomeawareofthedeal,notfromDay1.

4. Createtheteam.GetpeopleworkingtogetherontheOperatingModelasquicklyaspossible.

5. Helpyourmanagersthroughthechange.Acknowledgethechangetheyareexperiencing,andhelpthemsupporttheirownteams.Coaching,buddyingandothermechanismscanmakeabigdifferencetotheirabilitytodeliverintegration.

www.btd.consulting

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