MATERI #13 Perubahan Transorganisasional MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®. 081 555 80 8899 081 233 72 8899 dinoazzuhri@live.com misbachazzuhri@gmail.com

Learning Objectives Describes interventions that move beyond the single organization to include merging, allying, or networking with other organizations. Building on the knowledge of alliances

TRANSORGANIZATIONAL RATIONALE Transorganizational strategies can provide additional resources for : Large-scale research and development Spread the risks of innovation Apply diverse expertise to complex problems and tasks Make information or technology available to learn and develop new capabilities Position the organization to achieve economies of scale or scope Gain access to new, especially international, marketplaces

transorganizational systems Transorganizational systems (TSs) are functional social systems existing intermediately between single organizations on the one hand and societal systems on the other. Tend to be underorganized Leadership and power are dispersed among autonomous organizations, rather than hierarchically centralized

Mergers and Acquisitions (M&As) refers to the integration of two previously independent organizations into a completely new organization Acquisition involves the purchase of one organization by another for integration into the acquiring organization

REASONS FOR M&As Diversification or vertical integration Gaining access to global markets Technology or other resources Achieving operational efficiencies Improved innovation or resource sharing

APPLICATION STAGE Precombination Phase Operational Combination Create an M&A Team Establish the Business Case Perform a Due Diligence Assessment Develop Merger Integration Plans Search for and Select Candidate Legal combination Complete financial negotiations Close the deal Announce the combination Operational Combination Day 1 activities Organizational and technical integration activities Cultural integration activities

Major Phases and Activities in Merger and Acquisitions MAJOR M&A PHASES KEY STEPS OD AND CHANGE MANAGEMENT ISSUES Precombination Search for and select candidate Create M&A team Establish business case Perform due diligence assessment Develop merger integration plans Ensure that candidates are screened for cultural as well as financial, technical, and physical asset criteria Define a clear leadership structure Establish a clear strategic vision, competitive strategy, and systems integration potential Specify the desirable organization design features Specify an integration action plan Legal combination Complete financial negotiations Close the deal Announce the combination Operational Day 1 activities Organizational and technical integration activities Cultural integration activities Implement changes quickly Communicate Solve problems together and focus on the customer Conduct an evaluation to learn and identify further areas of integration planning

questions can guide the assessment process Have savings estimated during precombination planning been confirmed or exceeded? Has the new entity identified and implemented shared strategies or oppor tunities? Has the new organization been implemented without loss of key personnel? Was the merger and integration process seen as fair and objective? Is the combined company operating efficiently? Have major problems with stakeholders been avoided? Did the process proceed according to schedule? Were substantive integration issues resolved? Are people highly motivated (more so than before)?

STRATEGIC ALLIANCE INTERVENTIONS A strategic alliance is a formal agreement between two or more organizations to pursue a set of private and common goals through the sharing of resources, including intellectual property, people, capital, technology, capabilities, or physical assets Eg. (British Petroleum, Eli Lilly, Corning Glass, Federal Express, IBM, Starbucks, Cisco Systems, Millennium Pharmaceuticals, and Siebel Systems)

STRATEGIC ALLIANCE Application Stages Alliance strategy formulation Partner selection Alliance structuring and start-up Alliance operation and adjustment

NETWORK INTERVENTIONS Network interventions help organizations join together for a common purpose; their use is growing rapidly in today’s highly competitive, global environment.

Creating the Network Identification Stage Convention Stage Organization Stage Evaluation Stage

Managing Network Change OD practitioners may need to facilitate change within established networks. Planned change in existing networks derives from an understanding of the “new sciences,” including complexity, nonlinear systems, catastrophe, and chaos theories.

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