cameron and green making-sense-of-change-management

Mergers and acquisitionsUse a clear overall processThe pitfalls associated with planning and successfully executing a mergeror acquisition imply that it is important to have an overarching process towork to. GE’s Pathfinder Model is summarized in Table 6.2. It acts as auseful checklist for those involved in acquisition work (more in Ashkenas,Demonaco and Francis, 1998). This model, derived through internaldiscussion and review, forms the basis for GE’s acquisitions programme.Table 6.2Adapted version of GE’s Pathfinder ModelPreacquisitionFoundationbuildingRapidIntegrationAssimilation• Assess cultural strengths and potential barriers to integration.• Appoint integration manager.• Rate key managers of core units.• Develop strategy for communicating intentions and progress.• Induct new executives into acquiring company’s coreprocesses.• Jointly work on short and long-term business plans with newexecutives.• Visibly involve senior people.• Allocate the right resources and appoint the right people.• Speed up integration by running cultural workshops anddoing intensive joint process mapping.• Conduct process audits.• Pay attention to and learn from feedback as you go along.• Exchange managers for short-term learning opportunities.• Keep on learning and developing shared tools, language,processes.• Continue longer-term management exchanges.• Make use of training and development facilities to keep thelearning going.• Audit the integration processSource: Ashkenas, Demonaco and Francis (1998)241