企业并购运用文化整合创造人的价值(国外英文资料).docVIP

企业并购运用文化整合创造人的价值 Solving the people factor is one of the keys to increase the success probability of M A, and it is also an important index to measure the success of cultural integration When the two companies announced a merger of the two companies, the competitors will be extremely active -- they know in the merger of many managers may lose their jobs, or are not satisfied with the new job and leave, then it is time for them to absorb talent. Failure to deal with good people is the main reason for many mergers and acquisitions failures. The world famous human resources consultancy Watson Wyatt in the investigation of what is the key factor in merger integration, conducted a survey of senior managers of 190 companies, 190 companies from Brazil, Hongkong, China, America, Singapore, Philippines and South Korea, the survey found that 76% of managers believe is to retain key personnel the most important factor. It can be seen that solving the good people is one of the keys to increase the success probability of M A, and it is also an important index to measure the success of the cultural integration. In the process of cultural integration, the problem of dealing with the people in the acquired enterprises can be realized by the following methods. Retaining key talent and key leaders In the investigation phase of mergers and acquisitions, it is necessary to analyze the expected value of the two companies after the merger. What are the key personnel and the main managers in the two sides of the M A, and individual plans are made to keep them. For example, before the acquisition of Lotus IBM Lotus in the investigation and careful analysis of key personnel and key management, the main products of Note Lotus designer Ray Mr. Ozzie had already left the company Lotus, set up their own a small company, Iris Assocates, was only more than 60 people. IBM bought Iris and Associates together and invited Ray Ozzie back to work at Louts. When IBM President Kastner (Gerstner) went