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New blog post - Merger Analytics solution for M&As

Why successful mergers and acquisitions harness analytics to drive engagement around a shared vision, while reducing the headaches of system integration.

#Merger   #Analytics   #BusinessIntelligence   #DriveInnovation  

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com
Merge, merge, merge, merge, merger analytics!
♫insert jingle♪

In this blog post I pass along some tips on how to successfully merge different organisational cultures through a shared vision. There is also a slick pitch for merger analytics in there to give +Cause Analytics the added boost it deserves. :D

I like these bits the most:
Using data-driven storytelling as a strategy, executives can show the value each party can contribute to the whole.

By nurturing an environment conducive to innovation, 'culture shock' and potential 'trench warfare' can be reduced.

Organisations that come together to forge a shared system that supports the capacity of data-driven decision-making will collaborate more effectively.

#Merger #Collaboration #DecisionMaking #Innovation #Storytelling

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How to make an IT merger work

Quite a few helpful tips in this one.

"There is no one-size-fits-all integration solution," says Digby [Chris Digby, partner in consulting at Deloitte]. "It depends where each IT department is in its refresh/investment cycle; what business model each is supporting and whether that is going to change post-merger; what new IT capability is required for the new company; and so on."
. . . . 
"When it comes to integrating two corporate IT functions there are several options available, from the acquiring company migrating the acquired company's IT across to its own platform, or vice versa, to outsourcing the whole lot, to cherry-picking the best systems from both companies."
. . . . 
There are some great insights on the IT merger process  by Jane Kimberlin, IT director at Spirit Group, one of the UK's largest managed pub operators, achieved when Spirit acquired Scottish and Newcastle Retail (SNR).

"Usually IT M&A integration is a case of 'We'll do IT your way or our way', but we went for the mix-and-match method: the most challenging and scary," says Kimberlin.
. . . . 
"You must pick your teams fast. Take away or try to minimise their worries about their post-merger jobs and they will jump through hoops for you. But anyone who is anti the new set-up needs to go as soon as possible."

#InformationTechnology   #Merger   #HumanResources  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Successful mergers are usually about people and culture

"According to a KPMG research study, 83 percent of all mergers fail." (1999)
. . . . 
"[A]ccording to the KPMG report, which tracked close to 700 deals [and interviewed over 100 executives] over a two year period, revealed that the overwhelming cause for failure 'is the people and the cultural differences.'"
. . . .
"While there are numerous checklists, the first should be a thorough analysis of organization culture and degree of 'fit' with the parent company. This should be the yardstick or prism that all M & A strategy should be filtered through. There must be a balance and symmetry between the financials and the organizational and people culture."

#Merger   #Executives   #BusinessIntelligence   #HumanResources  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Avoiding M&A Failure

Jonathan Chadwick, finance chief at software company VMware:
“The number-one reason I think deals fail is because there was not an agreement or a matching of cultures. The worst deals I’ve done is where we’ve had separate leadership and people were talking over each other.” 
. . . .
The key to integration is to ensure budgets are aligned, said Chadwick. “It sounds very tactical, but I have seen a number of deals where there wasn’t a handshake or a firm sign-off from the go-to-market or sales teams that ‘Yes, we are going to put an extra 50 people on this deal to make it successful.’ ” If that doesn’t happen, Chadwick said, for the sake of $5 million of operating spend the company may be putting at risk $400 million of capital expenditures associated with the acquisition. “As the CFO, you need to make sure there is a tight alignment of management teams and that budget is allocated,” Chadwick said. “Get people assigned to the value drivers, those integration points. So if there are five to 10 things driving synergy, I want a name against each one and I want to meet with them regularly.”

#Merger     #HumanResources   #Finance   #BusinessIntelligence  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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On Achieving Merger Excellence

Hill and Weiner (consultants) share their Seven Steps To Merger Excellence. They remind us that a "cascading communications strategy" is needed from day one to help the two cultures align and to prevent emotional disengagement. They warn, "When employees become disengaged, it does not take long for customers and distributors to lose brand loyalty and begin to look elsewhere to buy products." They suggest that collaboration and storytelling around a new corporate identity and shared vision can fuse the best aspects of both cultures.

They point out that mergers and acquisitions often create "winners and losers" throughout the organisation. Some employees may unseat others, causing battle lines to be drawn as each struggles to answer,  Where do I fit?  Day-to-day decision making can grind to a halt amidst such confusion. The core takeaway is that  seamless M&A calls for engagement around a shared vision that  is created in collaboration between the C-Level executive team and those teams involved in implementation. 

#Merger   #Executives   #Collaboration   #Storytelling   #DecisionMaking  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.causeanalytics.com/solutions/merger-analytics

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Supply Chain Analytics:  How Hard Should You Squeeze? - via Deloitte

Useful tidbits of insight in this pdf about how organisations can improve forecasts, demand planning, sourcing, production and distribution by applying analytics to transactional data.

Analysing benchmarking data can also help organisations identify and overcome gaps. Consider how a retailer could avoid overpaying on materials that a peer is paying less for from the same supplier.

Sanjay Agarwal, Principal, Deloitte Consulting LLP says, 
"Our experience shows that manufacturing companies can realize a margin improvement of 2 to 4 percent by applying more analysis to the data they already have."

There are a few recommendations for how manufacturers can save money using analytics which include parametric pricing, commodities volatility, and better M&A integration. The bit about M&A is mentions that merging companies can integrate their purchasing decisions with analytics that uses "OEM product codes to unmask redundancies so that buyers can rationalize their procurement and save money."

Source: www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_consulting_SupplyChainAnalytics_092110.pdf

#Analytics #Purchasing   #SupplyChain    #Benchmarking   #Merger #Manufacturing   #Retail   #DecisionMaking   #PredictiveAnalytics   #MarketIntelligence  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com
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Visualizing 15 Years Of Acquisitions

+Simply Business created a cool interactive infographic at +TechCrunch that compares "the size, frequency, and focus of the last 15 years of acquisitions by Apple, Amazon, Google, Yahoo, and Facebook."

#Merger   #DataVisualisation  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Deals fail 'after culture shock'

In the aftermath of the acquisitions boom of 2006-7, a report by management consultancy Hay Group was released that showed that about 97% of the mergers undertaken by UK companies had failed to completely fulfil their strategic objectives.

"The report, which analysed more than 200 major European mergers and acquisitions found that about 28% of business leaders who had been involved said that the deal had failed to create "significant new value".
....
"Integrating intangible assets six months after a deal has gone live is too late," said David Derian, a director at the Hay Group.

"Companies should be examining the compatibility and differences between the two firms well before the deal is made public in order to have a clear plan of action in place right from the start."
....
The atmosphere at work after a merger was also unsatisfactory many managers said, with 22% of those quizzed talking of a culture shock and 16% describing the situation as "trench warfare". 

#Merger   #Analytics  

Posted by +Dan Durrant w/ +David Pidsley 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Intelligent M&A: Business Intelligence improves the odds

"Intelligent M&A looks at the full process of a merger or acquisition from start to finish, and identifies areas where business intelligence can improve the odds of a favourable outcome. "
'Intelligent M&A: Navigating the Mergers and Acquisitions Minefield', Scott Moeller & Chris Brady, John Wiley & Sons (19 Jan 2011)
http://books.google.co.uk/books/about/Intelligent_M_A.html?id=020mbID_QOsC&redir_esc=y

"More than 40% of survey respondents said they are currently using some form of data analytics in their deal process, and 17% are considering it."
'Improving M&A Forecasting: Analytics, Technologies and Playbooks', Chris Ruggeri, Principal, Financial Advisory Services LLP, Deloitte Insights (16 Sep 2013)
http://deloitte.wsj.com/cfo/2013/09/16/improving-ma-forecasting-analytics-technologies-and-playbooks/

#Merger   #Analytics   #BusinessIntelligence  

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Dow's smooth acquisition using BI

"In many finance departments, moving reports from operational to analytical data stores takes time, inhibiting the rapid analysis needed to support pressing decisions. This is a major challenge for large corporations such as The Dow Chemical Company. Dow unites chemistry and innovation with the principles of sustainability to address many of the world's most challenging problems, such as the need for clean water, renewable energy generation and conservation, and greater agricultural productivity.

"As part of Dow's focus on expanding its portfolio, it successfully integrated the largest acquisition in its history. In order to achieve a flexible, smooth acquisition, Dow needed to quickly consolidate financials for over 800 active global entities while also drilling down to accurate performance details behind the figures. By implementing BI software, Dow was able to reduce reconciliation efforts and streamline data validation and master data management procedures. Dow also disseminated the software to executives and business users to enable faster information access and ad hoc reporting, with the appropriate security and controls to meet compliance needs."

#BusinessIntelligence #MasterData #Merger #Finance   #NaturalResources #Executies   #OnDemand   #Security  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com
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