Mergers & Acquisitions: Mistakes to Avoid

There are many advantages when two companies merge to become one entity or when one business acquires another. Assumed cost reductions, economies of scale, an increase in market share and access to a wider consumer base are just a few of the reasons that mergers can be an attractive proposition. However, the process of merging and acquiring can be very challenging as leaders are confronted by numerous pitfalls along the journey.

 

  1. Not Conducting Comprehensive People Due Diligence

One of the common mistakes that buyers make when they are keen to seize an opportunity is neglecting to comprehensively undertake people due diligence. This can lead to making assumptions regarding employment instruments, industrial relations environment, OHS and wellbeing status, leadership capabilities, remuneration arrangements and more. The potential outcomes of neglecting people due diligence are higher legal costs, dissatisfied shareholders, stressed out employees and a drawn-out process that doesn’t end up being as beneficial as expected.[1]

Continue reading

Thinking Well Outside of the Box

The internet is awash with information on change management, a google search offers up over 1.15 billion results! Regardless of the abundance of information; the vast majority of the population continues to struggle with managing change; we find ourselves locked into old styles of thinking to solve increasingly complex problems.

Continue reading

How to Build a Strong Leadership Team

In a constantly shifting landscape, businesses need agile and resilient leaders. Leaders who are able to stay on course and assist others in the face of adversity are infinitely valuable. It takes work to create a leadership team, but when testing times hit, businesses that have strong leaders are better equipped to navigate challenges and stay the course towards success.

Continue reading

While there is undisputed value in mergers and acquisitions, organisations often struggle to overcome the challenges of such large-scale change. M&A activity almost always causes uncertainty and disruption in the workplace. Successful organisations embrace this opportunity, using the following strategies to thrive under pressure and build a stronger business.

Continue reading

Organisational culture is essential to the success of any business. In the early childhood education sector, it is particularly important, as parents know that their children will benefit from a positive culture. Often, we think of culture and leadership from an internal, human resources perspective, but given the way it influences service provision, customers often take organisational culture into account when selecting a business.

Culture affects employees – both positively and negatively, and when deciding what centre to choose for their family, the most important factor influencing parents is the quality of educators, which means focusing on organisational culture in childcare is the basis of being customer-centric.

Continue reading

Innovation in the industry spells good things for the next generation of sugar cane farmers.

Over the last ten years, technology has advanced in leaps and bounds. Developments in technology have revolutionised whole industries, giving them the tools to function with incredible efficiency. Now, impressive technological and mechanical innovations promise big things for farming and agriculture. As the industry enters this exciting period of new technology, will businesses adopt, adapt or be left behind?

Continue reading

Mentoring: Good for Business

Mentoring Young Professionals is Ultimately Good for Business

Over the years, I have met a large diverse group of young professional women who come from a range of backgrounds, industries and jobs. I have chosen to mentor some of these women (or maybe they chose me!) and it has proven to be beneficial for them, for me, and for where they work.

My mentoring work with these young professional women always motivates me; often surprises me and occasionally disappoints me. This range of emotions keeps me on my toes and helps me focus on the importance of working with them to create the future they want.

Continue reading

Looking Into The Future Workplace and How Organisations Can Adapt

Unsurprisingly, the future workplace will be driven by technology. The rapid advancement of artificial intelligence (AI), automation and robotics will dramatically change both the number of jobs available and the skills required to do them.

We are now moving towards a future where machines help humans to process, analyse and evaluate the huge amount of data created. Yes, this will mean that some jobs will become redundant. However, it is important to remember that the ultimate goal here is to allow humans to spend more time engaged in value-adding activities such as strategic thinking, creativity and decision making.

Continue reading

Start small; but start.

Gradually Adapting to the Future Workplace

There is much discussion about the future of work but it appears while some organisations are preparing (e.g. creating start-up teams and internal “gig” roles) for a world where artificial intelligence (AI) and automation are prevalent and the norm – others are continuing to operate as always. Change was slow and incremental: now it is rapid, radical and unpredictable.

Failing to look over the horizon could cost businesses their livelihood and people their jobs. (Think about organisations that no longer exist e.g. Borders, Polaroid and Blockbuster).

Continue reading

‘Change is not a Gantt Chart’

Over the years of working in the change space, it is not uncommon for Change2020 to be asked by the organisations we partner with, ‘what does your Gantt Chart look like?’, ‘How does your Gantt Chart differ from the other consultancies?’, ‘Are you as sick and tired of producing these as we are reading them?’However, what lies at the heart of sustainable and agile change management is how it is executed. Like anything, it has a discipline about it, and that is how we – as change partners – prepare, equip and support individuals to successfully adopt change in order to drive organisational success and outcomes. Jargon aside, what does the research tell us?

Continue reading

  • 1
  • 2
  • 6