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January 26, 2005

Mapping the Organizational DNA

A Living System Approach to MERGERS & ACQUISITIONS

Prasad Kaipa , and Thomas Milus, KaipaGroup, formerly SelfCorp, and
Kathie Dannemiller, Dannemiller Tyson Associates.

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Overview
This chapter focuses on a systems view of leadership, strategy, structure and culture and the dynamic nature of the relationships between them and how these relationships could impact the outcomes in mergers, acquisitions and joint ventures. More specifically, the human aspect of the system (in this case an organization) is at the heart of this chapter. As such, market and technical analysts, financial strategists, the local and global nature of the products or services involved, and myriad other critical features involved with merger and acquisition will not be considered here. It is important to see the larger picture of which all these elements are parts and the system is alive because of the human element. The greatest financial strategy combined with market readiness and the technical expertise to deliver can languish for lack of the human side of the equation. It is just that side of the equation that will be considered in the following pages. The chapter will begin with a case in which one of the authors was the consultant (PK). Many aspects of the systems model that will be outlined later are represented in the case. Following the case will be the explanation of the model including a description of how one's perceptions of the model evolve with experience. The goal of the chapter is to introduce a process for assessing the human aspects of the organization such that the outcome will contribute in a very real and meaningful way to the consideration of a corporate merger or acquisition.
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Posted by pkaipa at January 26, 2005 06:03 PM

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