Merger Integration

Risk Profile Discussion – 26 September 2018

Prepared by Jennifer Hife

Agenda

1 Introduction

2 Risk Identification

3 Risk Prioritization

1
Project Management
Set of standard to guide the integration

Integration
Final Approval & Announce to Integration
Due Diligence Optimisation
Signing Close (D +100Days)
(100+ Days)

HR & Admin
Business Day 1 Plan
Strategy
Discovery and Due Diligence
Finance & Accounts
Detailed

End State Definition

High Level Project Plan IT Services
Project/
Scope Plan Cost and Legal - Ops
Synergies
Sales & Marketing
Cost and
Synergies Org Operations
Structure

Org Establish Procurement

Structure Team &
Governance QHSSE

Integration Management, Change Management

Communication

2
Stakeholder Management
Repeatable process for closing feedback loop

Review, Act
Identify
& Repeat

Actively
Document
engage
Needs
stakeholders

Analyze & Manage

Map Expectation
4
Change Management
1 language to build on success and prevent from failure
1 Bust the Paradigm
Develop the aspirational
change story and get buy-in
through 2 way communication
to clarify which beliefs must
go and which must stay.
4 Get it to Stick
Make the change sustainable
through measuring and looping
back with corrective actions to
leave no value on the table and
sustain on going success.
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2 Create the Conditions
Get the right team in place. Co-
create the integrated change
plan around the key change
pillars with the team, covering
both “hard” and “soft” content.
3 Make Change Happen
Design and implement the change
actions hand-in-hand with
employees in an agile way. Hold the
difficult conversations and actively
channel emotions, while celebrating
early wins.
Change Management
Making multiple iterative loops
1. Leader-led: leaders at all
hierarchical levels have to lead
change by head and heart, using a
balance between push and pull
leadership styles.
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2. Iterative nature: change is chaotic
by nature and requires multiple
change loops, as well as juggling
between the quadrants, depending
on the need at that moment.
3. Bust the Paradigm quadrant is
most critical: if this quadrant is
not right , forget about the rest.
Risk Management
Prevent risk from happening

Customer/
Stakeholder
Satisfaction

Risk
Management

Aligned Operational
Organization Excellence

7
Risk Management
Prevent risk from happening

IMPACT-PROBABILITY

HIGH

I
M
P
A
C
T

LOW
LOW HIGH
PROBABILITY
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Risk Management
Prevent risk from happening

RISK MANAGEABILITY

HIGH

R
I
S
K

LOW
LOW HIGH
W/IN CONTROL W/IN INFLUENCE OUTSIDE CONTROL
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 Thank you.

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