-0-MUC-0143-97098-02-03a_ENotes:Doc.Controlling:Doc.Controlling:Doc.Controlling:Doc.Controlling:Doc.Controlling:Doc.Controlling:Doc.CodeNo.:Projectmanager:(Lastname,Title,firstname)One-doc.Seiten:Korrekturen:Planung:Arbeitstage…Client:Projectnumber:Projecttitle:Projectstart:Branchoffice:Partner/CompetenceCenter:Documentationtitle:Typeofdocument(e.g.workshop):Dateofissue/ofpresentation:Placewherehardcopyisfiled:Resp.forpreparation:Resp.forgraphic:AutomatischeTrennung:Dokumentzu-letztgeöffnetam:Mittwoch,24.März199919:15Uhr"Ein""Aus"Vorlagen:gutschlechtFaxmittelControllinginSammellisteeingegebenDatumProduktions-tageBereitschaftbenötigtam:Nachtarbeitbenötigtam:Wochenendarbeitam:WanngehtdiePräsentationandenKunden?LetzterProduktionstagam:2.Tag3.Tag4.Tag5.Tag6.Tag7.Tag8.TagAngemeldetam:Soll-Eingangam/um:Ist-Eingangam/um:1.TagdocumentINFOrmationAMUC-0144-97097-02-15225/97144Zimmermann,Dr.TimP.x125125012512500005220InternOrg.SimonA970001449701PMI05/970144-Zimmermann0140-SimonPMI-Akquisitionspapier?05/97ThomasTeichlerHenningBöhm…xx…………27.05.9727.05.97………………20.05.9722.05.97/12.00Uhr22.05.97/12.00Uhr22.05.97…………-1-MUC-0143-97098-02-03a_EMunich,January1998Post-mergerintegrationprogram–Issuepaper–-2-MUC-0143-97098-02-03a_EPreliminaryremarksontransnationalpost-mergerintegrationEachyear,inGermanyalone,almost2,000M&Atransactionsareenteredinto,ofwhich•Themajorityhaveactualcorporateintegrationastheiraim•Anincreasingnumberarecross-bordercases,someofwhichconcerncompletelydifferentmanagementculturesExtensivepracticalexperienceshowsthatthecommercialsuccessofanacquisitionormergerisdirectlyrelatedtohowwellthesoftfactorsarehandled,thatis,itdependsonhowthepeopleinvolvedjoinfromapsychologicalpointofviewAsarule,thisfactisneglectedduetocompaniesbeingunawareofitsimportanceandthecomplexityoftheproblem;however,thereisnowincreasingawarenessoftheseissuesandthereasonsforfailure-3-MUC-0143-97098-02-03a_ERolandBerger&Partnershavelearnedfromyearsofconsultingexperienceanddevelopedaconsultingprogramforsuccessfulpost-mergerintegration(PMI)which•Takesintoaccountthecomplexityofthegeneralissues•Seesthecompleteintegrationofthoseinvolvedatalllevelsasindispensable•MergesthevariousspecialistfieldsintooneprofessionalorganizationconceptInadditiontoawiderangeofqualifications,acquisitionandprojectmanagementrequireagreatamountofexperienceandspecializationinorganizationaldevelopmentprocesses-4-MUC-0143-97098-02-03a_E1.Initialsituationandtaskathand52.PhasesofaPMIproject182.1PhaseI:Ensuringtheorganization'sabilitytofunction202.2PhaseII:Definingtheintegrationlevers282.3PhaseIII:Makingintegrationirreversible783.RolandBerger&Partnersprojectplanandreferences82ContentsPage-5-MUC-0143-97098-02-03a_E1.Initialsituationandtaskathand-6-MUC-0143-97098-02-03a_EPMI:Zero-sumgameormultipliereffect?Integrationmanagementrequiresthatthecriticalsuccessfactorsbetakenintoaccount-7-MUC-0143-97098-02-03a_EMultipliereffect:rigorousintegrationmanagementasthekeytobecomingasuccessfulglobalplayerAug1987TwoelectricalgroupsannouncetheirplanstomergeSep1987ThenewgroupmanagementorganizationismadepublicOct1987Thenewmanagementorganizationoftheinternationalsubsidiariesisannounced;100top-managementpositionsarefilledNov1987ShareholdersagreetothemergeronthisbasisJan1987Newdetailedorganizationisannounced:strongdecentralizationattheprofi...
