Leaders, Strategy, Culture, Change and Transformative Growth: Lessons from the World of M&A

The Highs and the Lows of Our Experiences Mary Cianni Liz Huldin Steve Steckler

Summary of Our Observations Top leaders make the difference Engaging employees is critical Language can help or hurt Change management is not linear; you don’t get to do it just once Change happens one person at a time The emotional aspects are the hard part; the rational aspects are easy Can’t force the speed of change Without a common purpose, there is no “common” change Even the change team needs change management

Your Turn: Three Scenarios Organic change: transforming how we operate Strategic options: exploring what our future path might be M&A: integrating a newly acquired company

Your Turn: Three Scenarios What is the “common purpose”? What are the change objectives? Who needs to be involved? What questions do we need to ask? What are the first steps for the change team? What are the “must have” change actions/activities?

The Future of Change: Hard + Soft > 2 TECHNOLOGY Social media Social network analysis “Individually-delivered” change and communications DATA Micro-segmentation of employee groups Just-in-time pulsing data CAPABILITY Change agility in the DNA of leaders and organizations Change agility built into systems and processes COMMUNITIES Virtual communities of actions Time for learning and dialogue Leaderless led change

The Non-Model Change Model Change Agility Quotient of Leaders ASSESS Organizational History of Change Employee Levels of Change Efficacy Assessment of Change Requirements Change Processes and Systems Hard Wired Social Network and Employee Preference Analysis COMMON PURPOSE CHANGE CUSTOMIZED COMMUNITIES COMMITTED Leadership Trust ACCOMPLISH Employee Engagement Business and Financial Performance Change Agility Strengthened

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