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Recommendations to the combined board of directors on key aspects of the merger process Presented By: Aura Bailey.

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Presentation on theme: "Recommendations to the combined board of directors on key aspects of the merger process Presented By: Aura Bailey."— Presentation transcript:

1 Recommendations to the combined board of directors on key aspects of the merger process Presented By: Aura Bailey

2 Strategic goals for year 1 of the merged organization Integrate the business process of the two companies Reduce overall expenses as a percentage of profit Retain key employees Maintain audience base for both the opera and the symphony Identify and pursue synergistic opportunities between the two companies

3 A. Company Culture The Competing Values Framework Attention ClanAdhocracy HierarchyMarket Inwards Outwards Stability Flexibility Attention Stability Flexibility Change

4 Looks inwards Has a set of rules (Union rules as well as symphonic work rules) Slow to change Values stability and control Distribution of authority: Board of Directors President and CEO & Music Director Musicians (through union) The musicians union is the largest internal interest group in the organization and exercises considerable power over it. Tampa Symphony’s Predominant Culture: Hierarchical

5 Tampa Opera’s Most Predominant Culture: Adhocracy Looks outwards Embraces change Dynamic structure that changes with each production Encourages team work as new teams are made for each production Anne Bailey is a visionary leader, taking calculated risks to make significant gains

6 A1. Company Structure Tampa Symphony Board of Directors Chairman of the Board Parallel level of authority between the CEO and the Music Director CEO is over administrative staff Music Director is over musicians and other conductors Most staff is permanent

7 Tampa Symphony’s Power Distribution

8 A1. Company Structure Tampa Opera Board of Trustees Chairman of the Board General Director Director of Operations Directors of each department Nonsalaried occasional workers

9 Tampa Opera Power Distribution

10 A2. Key Factors To achieve the merged organizations’ strategic goals, the first step is to communicate the goals to all members of the organization

11 A2. Key Factors (2) Strategic goal: Integrate the business process of the two companies Key Success Factor: Integration of administrative, business development, and financial staff

12 A2. Key Factors (3) Strategic goal: Reduce overall expenses as a percentage of profit Key Factor: Commitment to cost cutting and waste-reduction across all functions of the organization

13 A2. Key Factors (4) Strategic goal: Retain key employees Key Success Factor: Identify key employees at high risk of leaving the organization and prioritize targeted financial and nonfinancial retention measures toward them

14 A2. Key Factors (5) Strategic goal: Maintain audience base for both the opera and the symphony Key Success Factor: Continue to offer world- class symphony and opera performances during the transition process, and continue the educational programs offered to the community without interruptions.

15 A2. Key Factors (6) Strategic goal: Identify and pursue synergistic opportunities between the two companies Key Success Factor: Engagement and commitment of the entire organization

16 B. Audience Strategy Audience strategy: techniques for gearing your communication towards your audience’s needs and interests (Munter, Seventh Ed.). General objective: To lead the merger of the Tampa Symphony and Tampa Opera successfully. Action objectives: To achieve the first year strategic goals for the merged organization. Communication objective: As a result of this communication, my audience will support the merger of both organizations and stay with the new merged organization to help it achieve its goals.

17 B. Audience Strategy (2) Who are they? Opera contracted artists and orchestra full-time employees. Key influencers Soloists Local opera contractors Leslie Peterson Keith Hart Christine Osborne Carolyn Abravanel Dorothy Stowe The press

18 B. Audience Strategy (3) Primary audience Opera contractors Orchestra employees Secondary audience The press The community Carolyn Abravanel Dorothy Stowe

19 B. Audience Strategy (4) Most audience members reside in Salt Lake City, Tampa. Groups are mixed in gender and age. Opera members are used to change by the nature of opera itself. Orchestra members prefer stability by the nature of the symphonic arts. To gather information about the audience: Visit the symphony’s library Talk in advance to members of the audience Set up meetings (lunch, dinner) with key influencers in the community

20 B. Audience Strategy (5) Background information Due to a weaker economy and the events of 9/11, there is a decline in public and private support for the arts Such decreases in public and private support are predicted to continue More arts organizations are competing for the same public funds The orchestra is close to being in a deficit situation with no break in sight The opera is in a path of growth as an arts organization

21 B. Audience Strategy (6) New information The symphony’s CEO is leaving The merger if proposed to Alleviate financial pressure Solve the problem of recruiting a quality CEO Realize economies of scale Find synergistic opportunities Expand the artistic potential of the 2 organizations Create new educational opportunities Give donors a greater return on their investments(Delong & Ager, 2005, p. 8) Other opera and symphony organizations have successfully merged in the past, CSOA and CGO&O

22 B. Audience Strategy (7) Opera contractors will likely prefer an informal style of communication Symphony employees will likely prefer a formal style of communication

23 B. Audience Strategy (8) Audience Feelings Skepticism Ire Distrust Concern Worry Cautious optimism Interest in your message The majority of the audience has a high interest because the message will impact their lives directly

24 B. Audience Strategy (9) Audience’s probable bias Negative Is your desired action easy or hard for them? Supporting the merger may be easy for the opera contractors once they put to rest any concerns of the opera losing its identity; supporting the merger may be harder for the orchestra members because of their status-loss and salary reduction fears, also because of their long history as a sole organization

25 B. Audience Strategy (10) Persuade by using audience benefits Tangible: cost savings and financial stability Career: the merged organization will be the largest arts organization in the State Ego: Remind the audience their accomplishments, share the vision of future accomplishments Group: Present the success stories of CGO&O and CSOA

26 B1. Message Strategy Present main ideas last Use indirect approach Reason 1 Reason 2 Reason 3, etc. Therefore, the board of directors and trustees votes to merge the Tampa Symphony and Tampa Opera

27 C. Technology Tools Recommended technology tools to adopt post-merger: 1) Donorperfect online fundraising software 2) Office 365

28 C. Technology Tools (2) Donorperfect online fundraising software Overview: Fundraising and donor management software solution helps nonprofit organizations reduce their workload and build relationships with constituents.

29 C. Technology Tools (3) Donorperfect Key Features: Easy data migration Customized screens, fields, filters One data source solution Special events management Secure online donations Personal fundraising pages Contact management Targeted campaigns and solicitations Customizable merging Automated pledge processing Import module (SofterWare, Inc., 2013)

30 C. Technology Tools (4) Donorperfect will support the integration of business processes of both organizations by centralizing donor and fundraising management and reducing duplication; which will save costs and keep fundraising efforts uninterrupted. It will help with identification and pursuance of synergistic opportunities by unifying the approach to fundraising It will help retain key employees by making the transition from each organization’s system to a single system as easy as possible, minimizing frustration and confusion.

31 C. Technology Tools (5) Office 365 Overview: Office 365 is a suite of software and collaboration solutions powered by the cloud. It allows users to communicate and collaborate in real time, sharing documents, calendars, videoconferencing, using it on their mobile devices, and all with security, compliance, and privacy (Microsoft, 2013).

32 C. Technology Tools (6) Office 365 Key Features Microsoft Office Suite (Word, Excel, Power Point, Access, Outlook, Publisher, OneNote, InfoPath) Advanced SharePoint Office on any PC, mobile device Document and access control Voic Integration Web Conferencing Enterprise Social Network Instant messaging and Skype connectivity File storage and sharing Administration, reliability, security, and privacy

33 C1. Tool Implementation Donorperfect will support the integration of business processes of both organizations by centralizing donor and fundraising management and reducing duplication; which will save costs and keep fundraising efforts uninterrupted. It will help with identification and pursuance of synergistic opportunities by unifying the approach to fundraising It will help retain key employees by making the transition from each organization’s system to a single system as easy as possible, minimizing frustration and confusion.

34 C1. Tool Implementation (2) Office 365 will help: Integrate the business processes of both organizations Reduce overall expenses as a percentage of profit Identify and pursue synergistic opportunities

35 E. Sources Bohlin, N., Daley, E., & Thomson, S. (n.d.). Successful Post-Merger Integration: Realizing the Synergies. Retrieved from Imaa Institute: institute.org/docs/m&a/adlittle_02_Successful%20Post-Merger%20Integration%20- %20Realising%20the%20Synergies.pdf Changing Minds. (2013). The Competing Values Framework. Retrieved from ChangingMinds.org: Cosack, S., Guthridge, M., & Lawson, E. (2010, August). Retaining key employees in times of change. Retrieved from McKinsey & Company: Delong, T. J., & Ager, D. L. (2005, August 8). Tampa Symphony and Tampa Opera: A Merger Proposal. Retrieved from Harvard Business School: Kreitner, R., & Kinicki, A. (2009). Organizational Behavior. New York: McGraw-Hill Learning Solutions.. Microsoft. (2013). What is Office 365 for Business? Retrieved from Microsoft: Munter, M. (7 Ed.). Guide to Managerial Communication: Effective Business Writing and Speaking. Upper Saddle River: Prentice Hall. Rosen, P. (2012, May 28). Final movement: Retiring violinist reflects on 7 decades with Tampa Symphony. Retrieved from Deseret News: Retiring-violinist-reflects-on-7-decades-with-Tampa-Symphony.html?pg=all SofterWare, Inc. (2013). Arts Nonprofit Fundraising Software. Retrieved from Donorperfect online fundraising software: software/nonprofits/arts_nonprofit_software.asp


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