Fifth Chrome Events
Change leadership must be centred around the people and not around the acquisition. Organizations try to fit the people angle once they have defined the acquisition and not the other way around. As more mergers and acquisitions take place in this space, businesses must revisit their approaches.
The starting step will begin with reviewing their existing change leadership approach. After all, employees are the greatest asset of these businesses. During the boardroom presentation, we will look through the lens of our five discipline framework – W.A.V.E.S., based on the dual system: Thrive and Survive.
If you are an experienced HR leader, M&A leader, Change Manager, or senior manager, attend the event and upgrade your change leadership.
There is an incorrect perception that to run M&A Integration, people need dozens of checklists, tools, and templates. Senior managers believe that having access to these documents completes their toolkit. Regrettably, this approach leads to huge challenges and in worse cases, leads to failed integrations.
In order to tackle the biggest integration challenges, we are focusing on integration design approaches that unlock skills and capabilities, provide toolkits that actually work, and foster collaboration between various groups.
Become acquainted with the new aMOTIF framework for integration design. This presentation is exclusively for senior business leaders who are involved in this space and would like to learn more about the framework.
Most people get into integration jobs as a promotion from their existing jobs as project managers, IT managers, HR managers or M&A corporate development teams. However, M&A integration is such a vast discipline that no matter how much training one acquires there are always hundreds of questions that they have.
Some of them are fundamental questions like “How many different types of synergies are there?”, “How should the communication framework be developed?”, and “Is there an HR consolidation checklist?”. Others include complex questions such as “When to run employee surveys?”, “What is post-merger optimization and when to initiate it?”.
We have been running training and workshops for several years in the M&A space. And on average, we get between 25-30 questions per participant for the duration of the training cycles. We have trained hundreds of people so far. Most practitioners have acknowledged that they have received enormous value from just the Q&A sessions.
During these 60-minute open house Q&A sessions, you will have the chance to get your unanswered questions addressed. They also provide an excellent opportunity for mastermind peer-to-peer learning.
Change Management is one of the main challenges that is faced by companies pursuing mergers and acquisitions as a strategy to grow. In fact, most of the organizations struggle to define, plan and implement a robust change management program to support the main M&A integration program.
A serious misconception exists in many organizations that change management is all about communication and vice versa, in other words, change management and communication are one and the same thing.
There are others who feel change management is fluffy and is a distraction from the main integration.
In summary, there are a lot of variations in the definition of change management, and how should it be implemented as part of an M&A integration project.
That is why, we have decided to study this field and create insights with the help of top industry thought leaders and practitioners.
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