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Merger Negotiations:
Merger Negotiations:When Collaboration Turns to Combat
Alignment in mergersTheres a business imperative Its the right time for the CEOsOn balance the Boards support the mergerMajor differences have been resolved
Pressure from Government funding bodiesIncreased accountability requirementsChanging funding structures / cash reservesMajor investment in marketing, technology, social enterprise
Business imperatives for NFPs
They will lead and drive the processIt will impact on their roles / employmentThey are often strongly invested in what they have built up
Concerns for CEOs
Boards are comprised of a number of peopleBoards make decisions by consensus or majority voteThere is more than one Board involved in a mergerThere are opinion leaders / influencers within each Board
Things to know about Boards
Personal history / lack of trust Personality clashesClashes of valuesPower dynamicsPersonal and organisational interestsFear of change / loss of control
Other Factors:
Build strong pillars before you build a platform
Pillars in a Merger NegotiationWorking Group Terms of ReferenceBudget / division of costsLegal structure for the mergeBoard structure for the new entityManagement structure for the new entityIn principle agreements re HR transitionLocations, sites, head officeName change
Build the foundation before you build the pillars!
Mergers are about peopleThe four intentsGet it DoneGet AppreciatedGet AlongGet It Right
Rick Brinkman & Rick Kirschner, Dealing with People you Cant Stand
Understand the individuals involvedMeet their individual needs as far as possibleIdentify the influencers and road blocksWork with individuals, but always be transparent in the processUse your mediation skills!
Working with the people
Debbie JamiesonD Jamieson Consulting
www.djamiesonconsulting.com.au
(02) 9898 99720433 985 143
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