Tham khảo tài liệu 'market leader upper intermediate coursebook phần 7', ngoại ngữ, kỹ năng đọc tiếng anh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 13 Takeovers and mergers Making a corporate marriage work 5 10 15 20 25 30 35 40 45 50 55 60 65 By Stefan Stern Bringing two companies together is an enormous task. There are grand bigpicture questions that need to be resolved such as the new group s strategy and direction. There are also administrative logistical and technical challenges. Will new contracts of employment be required Where should the headquarters of the combined operation be located How can the companies information technology systems be integrated It takes a certain humility to make a merger work says Charles Hampden-Turner coauthor of Building Cross-cultural Competence. It doesn t follow that your company is a better one simply because it has taken another company over. It just means that you ve got more money and have been prepared to pay he says. Work on bringing the partners together should start well before the deal becomes public knowledge. But how can executives start planning integration without the news leaking out Some use a so-called clean room where both sides to a deal can meet and discuss future plans confidentially. Computer manufacturers Hewlett-Packard and Compaq for example adopted this approach in their 25bn merger. Speed is of the essence. Roger Pudney of the UK s Ashridge business school says There is often a tendency for companies to relax once the deal is signed but this is precisely the point at which speed of implementation becomes crucial. Successful Mergers Acquisitions companies stress the importance of quick wins as a way of demonstrating that the new combination is already producing added value. HP and Compaq ran a series of Fast start seminars for their staff as soon as the deal was announced to provide 70 reassurance and a sense of direction - seminars that had been planned in advance in the clean room. Offering employees 75 detailed information is essential at the early stage. An internal human resources website set up for HP and Compaq staff 80 received 2m
