When Merck KGaA, the German chemicals and pharmaceuticals concern, acquired US biotech equipment supplier Millipore, managers drew up a two-by-two chart representing every group in the organization on two dimensions: their importance in achieving the integration goals and the degree of disruption they would experience from the upcoming change. That allowed the leadership team to focus on supporting the people who were most important to the success of the merger and faced the greatest risk of serious dislocation. Leaders clarified roles, set priorities and provided focused change management support to help the integration succeed.
Source: “Results Delivery: Managing the Highs and Lows of Change”
Original Publication: Bain
Subject: Mergers & Acquisitions
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