Merger-and-acquisition-related projects pose daunting challenges to executive leaders, not the least of which are conflicting agendas and compressed timelines. Understanding and anticipating four “enduring M&A realities” can smooth the transition and help companies achieve the intended strategic benefits.
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Challenges of Project Management for the Integration of Organizations Into Mergers and Acquisitions Processby
This article examines the processes of mergers and acquisitions, with a focus on programs and projects for the integration of the companies. It analyzes the main reasons for success and failure and considers the mistakes to be avoided, within the context of the concepts and processes for managing projects and programs of A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Fourth Edition, as well as on the basis of reports and experiences of companies that have experienced complex integrations. Project managers are challenged to deal with issues such as cultural influence, strategy, planning of the integration, and especially the management of people, as crucial elements to the success of these projects.
When managing change initiatives, project leaders and stakeholders must consider the impact the planned changes will have on a variety of factors throughout the business environment. This “project world view” includes external relationships, products and services, technology and much more. Here’s a framework to follow.
Change initiatives can come about due to various reasons, but for all of them, the need to successfully complete an effective change program is paramount. Knowing how an organization views change--and its tolerance toward change--is a quick indicator of how the change initiative would be accepted and supported.
Change management typically takes a back seat to the technical aspects of most projects, often with dire consequences. Here is a four-step blueprint for improving the change capabilities across your organization, focusing on four building blocks: structure and governance; methodology; tools; and resources and competency.
Organizations that are finding success at change management share a common set of practices, including standardized practices, diligent communication, and engaged sponsors and stakeholders, according to the latest PMI research.
Projects involving organizational change pose a challenge for project professionals leading virtual teams. This article discusses how project managers can navigate virtual team members through change, whether large or small. In doing so, it reports the results of the 2011-2012 Towers Watson study, Clear Direction in a Complex World, which shows that organizations that are highly effective at change management and communication are twice as likely to outperform their peers and eight times as likely to continue to exhibit new behaviors after a change is complete.
For all of those who claim that we need to get better at change management, this expert has some bad news for you: You can’t actually manage organizational change. The solution? We need to think about change from the outside in.
The best way to get people to change is for them to see it in action. Actions express priorities, and people-centered design facilitates this by focusing not just on what will change but how and why. It is a collaborative, visual change model that encourages questions and addresses the values and behaviors that fuel real change.
When launching a significant change initiative, one of the biggest mistakes leaders make is to view the change as an event that happens at a single point in time. In reality, effective change is a process that involves a series of “conversations.” Here are five guidelines for successfully navigating the people side of change.