Merger negotiations: When collaboration turns to combat

1. When Collaboration Turns to Combat

3.  There’s a business imperative
 It’s the right time for the CEOs
 On balance the Boards support the merger
 Major differences have been resolved

4.  Pressure from Government funding bodies
 Increased accountability requirements
 Changing funding structures / cash reserves
 Major investment in marketing, technology,
social enterprise

5.  They will lead and drive the process
 It will impact on their roles / employment
 They are often strongly invested in what they
have built up

6.  Boards are comprised of a number of people
 Boards make decisions by consensus or majority
vote
 There is more than one Board involved in a merger
 There are opinion leaders / influencers within each
Board

7.  Personal history / lack of trust
 Personality clashes
 Clashes of values
 Power dynamics
 Personal and organisational interests
 Fear of change / loss of control

8. Build strong pillars before you
build a platform

9.  Working Group Terms of Reference
 Budget / division of costs
 Legal structure for the merge
 Board structure for the new entity
 Management structure for the new entity
 In principle agreements re HR transition
 Locations, sites, head office
 Name change

10. Build the foundation before you build the pillars!

11. The four “intents”
 Get it Done
 Get Appreciated
 Get Along
 Get It Right
Rick Brinkman & Rick Kirschner, Dealing with
People you Can’t Stand

12.  Understand the individuals involved
 Meet their individual needs as far as possible
 Identify the “influencers” and “road blocks”
 Work with individuals, but always be
transparent in the process
 Use your mediation skills!

13. Debbie Jamieson
D Jamieson Consulting
www.djamiesonconsulting.com.au
(02) 9898 9972
0433 985 143