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 > 2TECHNOLOGY• 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

ASSESSOrganizational 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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