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 Mergers & takeovers
 Case study
The initial situation is quite simple : a merger between two manufacturing companies. However, before the initial agreement can be tied up, a third entity comes into the equation.

The specific characteristics of the merger are as follows :
  • The two main companies are in direct competition in most of their business areas
  • Their corporate culture and management models are directly opposed
  • The takeover company is losing money
  • The structures are complex and the legal status of subsidiaries is far from homogenous
  • Human resources are not identified to any significant degree
  • The management style of the takeover company is somewhat autocratic.
The main point of support for a successful merger is the arrival of a new Management team which does not belong to any single side but which is totally credible in view of its past exploits.

 What happens next ?  
  • The first step is to identify the supports and hurdles and to draw up a new Management Model
  • A Team Building operation with the new management team helps to focus attention on the new Management Model
  • Parallel re-organisation by business of the different organisations, flattening of administrative procedures and harmonisation of legal structures

 Role played by Eur'Egide  
  • Strategic reflection and implementation of the merger strategy
  • Design of the Management Model
  • Experimentation of merger-facilitating practices based on the Management Model (via Dynamic Training Management)
  • Drawing-up of new operational methods
  • Standardisation of the project and its associated practices, followed by knowledge transfer to all persons involved in the merger
  • Creation and management of a steering group empowered with deployment to all subsidiaries

The merger is successfully completed in less than 18 months. People involved in the operation are managed with total respect for their own person and according to clearly-defined rules. A common identity is established, based on a totally-shared project aimed at ensuring a smooth culture-shock transition. Differences are highlighted rather than hidden, thus contributing to the creation of a totally new entity. Real synergy is created, and financial results remain, at the very least, stable, and at best, are exceeded.
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> Mergers - Takeovers
Business model change
Remobilization of a manufacturing site
Service repositioning
Product-to-service transition
Management coaching
Acquisition of management competencies
(via the D.T.M. program)
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