1. MATERI #13 Perubahan Transorganisasional
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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)?

10. 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)

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

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

13. Creating the Network Identification Stage Convention Stage
Organization Stage
Evaluation Stage

14. 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.

15. Next | Aplikasi Pengembangan Organisasi
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.