The way you learn is the way we do business.


 

   The way you learn is the way we do business.




Mergers & Acquisitions


The Escalys Performance Optimization Model for Mergers & Acquisitions targets a three-pronged attack at insuring the risk of M&A failing is virtually eliminated while success is maximized along with new levels of sustained innovation and performance.  A ‘strike’ at leveraging the full potential of your M&A event includes the following tactical involvement of Escalys as a participant in achieving your success:
 

1. Pre-M&A Assessment and Tactical Support (Learn Before)

  • Insure the Due Diligence process includes key strategic components needed to support and/or leverage competencies and cultural aspect affecting integration and ongoing operations
     
  • Leverage the Due Diligence process to identify structural and cultural requirements necessary for rapid optimization as part of integration.  This includes tactical consulting in order to assist with both evaluations and options to consider for distinctive success as a result of your company’s strategic intent for the M&A.
     
  • Escalys provides an unprecedented Cultural Assessment building on its extensive practice of managing knowledge to both identify key areas of benefit and challenge in the M&A as well as tactical approaches to rapidly create collaboration, clear identification of potential areas of shared success and innovations for merged or acquired company.  Providing a much richer and insightful due diligence effort than is the norm.

2. Leadership Transition (Learn During)

  • To properly establish leadership, Escalys treats the acquired organization as a NEW Organization, not as an old business that has been bought up or a wing of the parent company. The target of the transition is to establish both clear accountabilities, immediate challenges, and a tight leadership collaboration that in many cases is targeting performance challenges that can only be achieved together.  Coming out of the M&A as a winner is imperative to confidence, innovation, and having a shared sense of success.
     
  • Escalys “Left Seat - Right Seat Ride” model is based on military experiences to transfer accountabilities and to establish a deeper awareness of leadership and trust in the new organization.
     
  • The Escalys Leadership Transition process also builds on the Due Diligence framework to identify progress, challenges, and solutions that can be shared across the new organization.

 

3. Post-Merger Integration Support (Learn After)

  • There is a transition of the M&A team back to normal…with the understanding that a successful M&A is never over. For a company to have a truly successful M&A process, it too must be both repeatable as a way of business and be integrated into the full learning from what it has achieved in the organization – the good and the things not to do again. To have a full success, the M&A process must learn from its outcomes and build on to that.
     
  • This learning process is critical for the next merger but it is also critical for the areas of core business competencies across the new organization.  By definition, the practices demonstrated to your company during an M&A shows the acquiring company your resolve for success and strong belief system that does not waiver and a clear road map and understanding of what is held important – is this a company I want to work for and can make a difference?
     
  •  The cultural and knowledge process aspects of Due Diligence leads to well defined metrics of success and an emphasis on key results and challenges for the new company.  Speeding success and celebration for things not possible without the M&A…and a bright future for all.
     

CLICK HERE for more info about the Escalys method for M&A.

Contact Tony Kuhel at tkuhel@escalys.com for examples of any specific area of interest or additional information.

 

 

 


The Escalys Performance Optimization Model for Mergers & Acquisitions targets a three-pronged attack at insuring the risk of M&A failing is virtually eliminated while success is maximized along with new levels of sustained innovation and performance.  A ‘strike’ at leveraging the full potential of your M&A event includes the following tactical involvement of Escalys as a participant in achieving your success:
 

1. Pre-M&A Assessment and Tactical Support (Learn Before)

  • Insure the Due Diligence process includes key strategic components needed to support and/or leverage competencies and cultural aspect affecting integration and ongoing operations
     
  • Leverage the Due Diligence process to identify structural and cultural requirements necessary for rapid optimization as part of integration.  This includes tactical consulting in order to assist with both evaluations and options to consider for distinctive success as a result of your company’s strategic intent for the M&A.
     
  • Escalys provides an unprecedented Cultural Assessment building on its extensive practice of managing knowledge to both identify key areas of benefit and challenge in the M&A as well as tactical approaches to rapidly create collaboration, clear identification of potential areas of shared success and innovations for merged or acquired company.  Providing a much richer and insightful due diligence effort than is the norm.

2. Leadership Transition (Learn During)

  • To properly establish leadership, Escalys treats the acquired organization as a NEW Organization, not as an old business that has been bought up or a wing of the parent company. The target of the transition is to establish both clear accountabilities, immediate challenges, and a tight leadership collaboration that in many cases is targeting performance challenges that can only be achieved together.  Coming out of the M&A as a winner is imperative to confidence, innovation, and having a shared sense of success.
     
  • Escalys “Left Seat - Right Seat Ride” model is based on military experiences to transfer accountabilities and to establish a deeper awareness of leadership and trust in the new organization.
     
  • The Escalys Leadership Transition process also builds on the Due Diligence framework to identify progress, challenges, and solutions that can be shared across the new organization.

 

3. Post-Merger Integration Support (Learn After)

  • There is a transition of the M&A team back to normal…with the understanding that a successful M&A is never over. For a company to have a truly successful M&A process, it too must be both repeatable as a way of business and be integrated into the full learning from what it has achieved in the organization – the good and the things not to do again. To have a full success, the M&A process must learn from its outcomes and build on to that.
     
  • This learning process is critical for the next merger but it is also critical for the areas of core business competencies across the new organization.  By definition, the practices demonstrated to your company during an M&A shows the acquiring company your resolve for success and strong belief system that does not waiver and a clear road map and understanding of what is held important – is this a company I want to work for and can make a difference?
     
  •  The cultural and knowledge process aspects of Due Diligence leads to well defined metrics of success and an emphasis on key results and challenges for the new company.  Speeding success and celebration for things not possible without the M&A…and a bright future for all.
     

CLICK HERE for more info about the Escalys method for M&A.

Contact Tony Kuhel at tkuhel@escalys.com for examples of any specific area of interest or additional information.

 

 

 

Tony Kuhel

"Have the time to halve the time" speaking on how to make sure we take the right actions first to make them easier later.

Tony Kuhel


 

CLICK HERE

for more info
about the Escalys
method for M&A.

Mergers & Acquisitions


The Escalys Performance Optimization Model for Mergers & Acquisitions targets a three-pronged attack at insuring the risk of M&A failing is virtually eliminated while success is maximized along with new levels of sustained innovation and performance.  A ‘strike’ at leveraging the full potential of your M&A event includes the following tactical involvement of Escalys as a participant in achieving your success:
 

1. Pre-M&A Assessment and Tactical Support (Learn Before)

  • Insure the Due Diligence process includes key strategic components needed to support and/or leverage competencies and cultural aspect affecting integration and ongoing operations
     
  • Leverage the Due Diligence process to identify structural and cultural requirements necessary for rapid optimization as part of integration.  This includes tactical consulting in order to assist with both evaluations and options to consider for distinctive success as a result of your company’s strategic intent for the M&A.
     
  • Escalys provides an unprecedented Cultural Assessment building on its extensive practice of managing knowledge to both identify key areas of benefit and challenge in the M&A as well as tactical approaches to rapidly create collaboration, clear identification of potential areas of shared success and innovations for merged or acquired company.  Providing a much richer and insightful due diligence effort than is the norm.

2. Leadership Transition (Learn During)

  • To properly establish leadership, Escalys treats the acquired organization as a NEW Organization, not as an old business that has been bought up or a wing of the parent company. The target of the transition is to establish both clear accountabilities, immediate challenges, and a tight leadership collaboration that in many cases is targeting performance challenges that can only be achieved together.  Coming out of the M&A as a winner is imperative to confidence, innovation, and having a shared sense of success.
     
  • Escalys “Left Seat - Right Seat Ride” model is based on military experiences to transfer accountabilities and to establish a deeper awareness of leadership and trust in the new organization.
     
  • The Escalys Leadership Transition process also builds on the Due Diligence framework to identify progress, challenges, and solutions that can be shared across the new organization.

 

3. Post-Merger Integration Support (Learn After)

  • There is a transition of the M&A team back to normal…with the understanding that a successful M&A is never over. For a company to have a truly successful M&A process, it too must be both repeatable as a way of business and be integrated into the full learning from what it has achieved in the organization – the good and the things not to do again. To have a full success, the M&A process must learn from its outcomes and build on to that.
     
  • This learning process is critical for the next merger but it is also critical for the areas of core business competencies across the new organization.  By definition, the practices demonstrated to your company during an M&A shows the acquiring company your resolve for success and strong belief system that does not waiver and a clear road map and understanding of what is held important – is this a company I want to work for and can make a difference?
     
  •  The cultural and knowledge process aspects of Due Diligence leads to well defined metrics of success and an emphasis on key results and challenges for the new company.  Speeding success and celebration for things not possible without the M&A…and a bright future for all.
     

CLICK HERE for more info about the Escalys method for M&A.

Contact Tony Kuhel at tkuhel@escalys.com for examples of any specific area of interest or additional information.

 

 

 

M&A RETROSPECT


"Over years of practice, we have taken the Retrospect experience to one of profound and provocative learning. If there is one thing I would recommend for any company doing M&A, strategic alliances, joint venture, or any “project” that has intangible, cultural component to it it is the Retrospect.” 

– Tony Kuhel, Managing Director, Executive Leadership – Escalys. 

 




Learning After: Aren't we doing this already?



Yes, you most certainly are doing this to some extent already. You may be reviewing your M&A to identify points that need to be improved, however, you may find you are less likely to identify things that work particularly well. You also are less likely to focus on understanding why things work or don’t — or capture this in a way that institutionalizes it into core materials (like your Playbook or software tools) or to fully identify your knowledge assets in the form of the actual people who have the core know-how that comes from hard won experiences.

 

The Retrospect surfaces and insures those items are dealt with, it also gives clarity to what you may not know you know. Developing awareness of your “stable” of talent reduces the risk of riding that “one trick pony” into burnout – a particular issue during intense efforts like M&A. In some cases the stable is greatly enhanced as a result of the M&A but not clearly recognized or fully engaged. A very important topic in helping you speed and improve your likelihood of success, particularly with integration efforts, if you are a serial M&A company.

 

The size and extent of the Retrospect is a function of the size and extent of the M&A but typically plans for a single week effort followed by analysis, discussion, and integration/learning from the outcomes. Core to the effort is to develop an approach that insures all lessons are in fact learned…you will do the next M&A with full benefit of the M&A you just completed and everything you learned from the experience.

 

Our informal surveys indicate that very few organizations do rigorous learning around the M&A process. This is generally not recognized due to a lack of metrics, particularly during integration, that support managing the actual M&A process. The metrics measuring success of the M&A event and those needed to effectively manage the process are not the same. Since, in general, organizations “manage what they measure” the general explanation of why the typical M&A success rate is so poor starts to be clear. The Retrospect, again, clarifies what needs to be done to change this.

 

We also bring to the effort the learning from other organizations through consultants and even other organizations where possible and prudent. You typically do not have much time to learn during the M&A – even during the integration phase…the Retrospect is the time to make sure learning is happening.

 

If the ability to conduct the Retrospect with key members of the M&A team is not possible, the approach can be modified to include a “Learning History” approach. In many cases we find this (and several other learning based approaches we will touch on during the retrospect) emerge as simple enhancements to your normal M&A processes. 

 

It may also be appropriate to initiate the Retrospect process strategically during an M&A. Identifying ways to improve the M&A process during execution may be more appropriate and effective than waiting to conclusion of the event.



WHAT TO EXPECT:



 

Better and Faster Decisions by tapping into the experience of your Peers around the globe, you can avoid their pitfalls, apply their solutions, and make the right decision the first time.

 

A step change in productivity by identifying and building on your full knowledge-base, we can reduce costs & minimize new resources to achieve transformative growth targets. 

 

A focus on avoiding problems rather than the much more difficult and costly approach of fixing problems. 

 

New Products & Services – leads into breakthroughs (pathfinder projects) for NewCo. - Re-use of knowledge fuels innovation. 

 

The opportunity to introduce cultural norms to the NewCo:

  • We need federal behaviors; the recognition that our loyalties and linkages lie wider than just our own team.
     
  • We need to recognize our dual citizenship; that we are members of our local business team, and also of communities which span the organization.
     
  • We need the behavior of reflection; the habit of stopping to think about what we have achieved, and how we achieved it, in order to continuously improve.
     
  • We need openness to the ideas of others; a willingness to look for help.
     
  • We need the generosity to offer our help when it is requested.

 

You will routinely turn inside your competition's learning curve. 




REASONS THIS MIGHT NOT HAPPEN:


 

 

KNOWLEDGE IS POWER
Too often people see learning and knowledge hoarding as a way to personal power. However by the same argument, knowledge sharing is empowerment.

 

BUILDING EMPIRES
People need to move from building empires to building new relationships.

 

INDIVIDUAL WORK BIAS
The Individual work bias of the past ("I have to solve this all by myself") is not shifting to a teamwork and a collaborative bias for a future.

 

LOCAL FOCUS
Learning together can be seen as threatening our current organization (and my job), local focus to “protect turf” can trump a network focus for the company. A particular issue as the M&A process surfaces sensitive issues at all levels and all people.

 

"NOT INVENTED HERE"
This can be a real barrier to the import of knowledge, if the relationship of trust is missing. Trust will grow with face-to-face knowledge sharing, and few people resist a request for help.

 

ERRORS WILL BE PENALIZED
People are often afraid that errors will be penalized, and are therefore unwilling to share what they may see as failures. That is why techniques such as Retrospects accentuate learning from success.

 

NOT PAID TO SHARE
People feel they are not paid to share. Knowledge management is often seen as not part of normal business. Preserving the value of our knowledge assets is not seen as core business.


NO TIME TO SHARE 
People feel they have no time to share. This is a very real barrier; most people are 'maxed out' at the moment. So we need to make knowledge sharing as quick and efficient as we can, because really we have no time NOT to share. 

 

NO TOP-DOWN COMMITMENT
No top-down commitment to managing intangible assets (knowledge, collaboration, etc.). It is a culture of “coaching” more than one of “directing.” Without this commitment and an infrastructure of rewards, appraisals, behaviors to support and reinforce – culture will eat your lunch. Every time.

 

NOT LED BY PEOPLE WITH FIRST-HAND EXPERIENCE
The program is not led by people with first-hand experience in organizational transformation.

 

 

PRAISE FOR THE M&A RETROSPECT 

What are people saying?


 

 

"At its most basic, the Retrospect is a key component to simply transfer the dispersed know-how of an organization more effectively to all its parts, and over time, for improved performance. More and more organizations are mastering the technology needed to get help fast from far flung parts of its operation to resolve difficult issues this is a natural chapter in that book.

 

"Much more challenging is systematic capture of know-how built from years of experience so that a relatively inexperienced employee can perform immediately with the competence of an old hand — hundreds of old hands even — without having to ask the old hand for help and advice.

 

"The pressure to meet this challenge as we would expect is growing. Fortunately so are both the technologies and management techniques needed."

 

– MANAGING DIRECTOR, A MAJOR INTERNATIONAL ENERGY COMPANY 



"Through interacting at the Retrospect, we share the opportunity to benefit from both tacit and explicit know-how and experiences. So what we want to do is... Help people find their own reasons and their own ways to increase the quality and frequency of their interacting with others. I find introductory sessions and conversations infinitely easier and more productive when I actively seek out their own reasons for talking about something with me in the first place. Continuing on from where they are, right then and there, is a powerful way to see improved performance and capacity of each person and the team itself."

 

- EXECUTIVE COACH



CLICK HERE for more info about the Escalys method for M&A.

Contact Tony Kuhel at tkuhel@escalys.com for examples of any specific area of interest or additional information.






"Over years of practice, we have taken the Retrospect experience to one of profound and provocative learning. If there is one thing I would recommend for any company doing M&A, strategic alliances, joint venture, or any “project” that has intangible, cultural component to it it is the Retrospect.” 

– Tony Kuhel, Managing Director, Executive Leadership – Escalys. 

 




Learning After: Aren't we doing this already?



Yes, you most certainly are doing this to some extent already. You may be reviewing your M&A to identify points that need to be improved, however, you may find you are less likely to identify things that work particularly well. You also are less likely to focus on understanding why things work or don’t — or capture this in a way that institutionalizes it into core materials (like your Playbook or software tools) or to fully identify your knowledge assets in the form of the actual people who have the core know-how that comes from hard won experiences.

 

The Retrospect surfaces and insures those items are dealt with, it also gives clarity to what you may not know you know. Developing awareness of your “stable” of talent reduces the risk of riding that “one trick pony” into burnout – a particular issue during intense efforts like M&A. In some cases the stable is greatly enhanced as a result of the M&A but not clearly recognized or fully engaged. A very important topic in helping you speed and improve your likelihood of success, particularly with integration efforts, if you are a serial M&A company.

 

The size and extent of the Retrospect is a function of the size and extent of the M&A but typically plans for a single week effort followed by analysis, discussion, and integration/learning from the outcomes. Core to the effort is to develop an approach that insures all lessons are in fact learned…you will do the next M&A with full benefit of the M&A you just completed and everything you learned from the experience.

 

Our informal surveys indicate that very few organizations do rigorous learning around the M&A process. This is generally not recognized due to a lack of metrics, particularly during integration, that support managing the actual M&A process. The metrics measuring success of the M&A event and those needed to effectively manage the process are not the same. Since, in general, organizations “manage what they measure” the general explanation of why the typical M&A success rate is so poor starts to be clear. The Retrospect, again, clarifies what needs to be done to change this.

 

We also bring to the effort the learning from other organizations through consultants and even other organizations where possible and prudent. You typically do not have much time to learn during the M&A – even during the integration phase…the Retrospect is the time to make sure learning is happening.

 

If the ability to conduct the Retrospect with key members of the M&A team is not possible, the approach can be modified to include a “Learning History” approach. In many cases we find this (and several other learning based approaches we will touch on during the retrospect) emerge as simple enhancements to your normal M&A processes. 

 

It may also be appropriate to initiate the Retrospect process strategically during an M&A. Identifying ways to improve the M&A process during execution may be more appropriate and effective than waiting to conclusion of the event.



WHAT TO EXPECT:



 

Better and Faster Decisions by tapping into the experience of your Peers around the globe, you can avoid their pitfalls, apply their solutions, and make the right decision the first time.

 

A step change in productivity by identifying and building on your full knowledge-base, we can reduce costs & minimize new resources to achieve transformative growth targets. 

 

A focus on avoiding problems rather than the much more difficult and costly approach of fixing problems. 

 

New Products & Services – leads into breakthroughs (pathfinder projects) for NewCo. - Re-use of knowledge fuels innovation. 

 

The opportunity to introduce cultural norms to the NewCo:

  • We need federal behaviors; the recognition that our loyalties and linkages lie wider than just our own team.
     
  • We need to recognize our dual citizenship; that we are members of our local business team, and also of communities which span the organization.
     
  • We need the behavior of reflection; the habit of stopping to think about what we have achieved, and how we achieved it, in order to continuously improve.
     
  • We need openness to the ideas of others; a willingness to look for help.
     
  • We need the generosity to offer our help when it is requested.

 

You will routinely turn inside your competition's learning curve. 




REASONS THIS MIGHT NOT HAPPEN:


 

 

KNOWLEDGE IS POWER
Too often people see learning and knowledge hoarding as a way to personal power. However by the same argument, knowledge sharing is empowerment.

 

BUILDING EMPIRES
People need to move from building empires to building new relationships.

 

INDIVIDUAL WORK BIAS
The Individual work bias of the past ("I have to solve this all by myself") is not shifting to a teamwork and a collaborative bias for a future.

 

LOCAL FOCUS
Learning together can be seen as threatening our current organization (and my job), local focus to “protect turf” can trump a network focus for the company. A particular issue as the M&A process surfaces sensitive issues at all levels and all people.

 

"NOT INVENTED HERE"
This can be a real barrier to the import of knowledge, if the relationship of trust is missing. Trust will grow with face-to-face knowledge sharing, and few people resist a request for help.

 

ERRORS WILL BE PENALIZED
People are often afraid that errors will be penalized, and are therefore unwilling to share what they may see as failures. That is why techniques such as Retrospects accentuate learning from success.

 

NOT PAID TO SHARE
People feel they are not paid to share. Knowledge management is often seen as not part of normal business. Preserving the value of our knowledge assets is not seen as core business.


NO TIME TO SHARE 
People feel they have no time to share. This is a very real barrier; most people are 'maxed out' at the moment. So we need to make knowledge sharing as quick and efficient as we can, because really we have no time NOT to share. 

 

NO TOP-DOWN COMMITMENT
No top-down commitment to managing intangible assets (knowledge, collaboration, etc.). It is a culture of “coaching” more than one of “directing.” Without this commitment and an infrastructure of rewards, appraisals, behaviors to support and reinforce – culture will eat your lunch. Every time.

 

NOT LED BY PEOPLE WITH FIRST-HAND EXPERIENCE
The program is not led by people with first-hand experience in organizational transformation.

 

 

PRAISE FOR THE M&A RETROSPECT 

What are people saying?


 

 

"At its most basic, the Retrospect is a key component to simply transfer the dispersed know-how of an organization more effectively to all its parts, and over time, for improved performance. More and more organizations are mastering the technology needed to get help fast from far flung parts of its operation to resolve difficult issues this is a natural chapter in that book.

 

"Much more challenging is systematic capture of know-how built from years of experience so that a relatively inexperienced employee can perform immediately with the competence of an old hand — hundreds of old hands even — without having to ask the old hand for help and advice.

 

"The pressure to meet this challenge as we would expect is growing. Fortunately so are both the technologies and management techniques needed."

 

– MANAGING DIRECTOR, A MAJOR INTERNATIONAL ENERGY COMPANY 



"Through interacting at the Retrospect, we share the opportunity to benefit from both tacit and explicit know-how and experiences. So what we want to do is... Help people find their own reasons and their own ways to increase the quality and frequency of their interacting with others. I find introductory sessions and conversations infinitely easier and more productive when I actively seek out their own reasons for talking about something with me in the first place. Continuing on from where they are, right then and there, is a powerful way to see improved performance and capacity of each person and the team itself."

 

- EXECUTIVE COACH



CLICK HERE for more info about the Escalys method for M&A.

Contact Tony Kuhel at tkuhel@escalys.com for examples of any specific area of interest or additional information.





M&A Retrospect Offering PDF

CLICK HERE for more info on the Escalys M&A Retrospect Offering

M&A RETROSPECT


"Over years of practice, we have taken the Retrospect experience to one of profound and provocative learning. If there is one thing I would recommend for any company doing M&A, strategic alliances, joint venture, or any “project” that has intangible, cultural component to it it is the Retrospect.” 

– Tony Kuhel, Managing Director, Executive Leadership – Escalys. 

 




Learning After: Aren't we doing this already?



Yes, you most certainly are doing this to some extent already. You may be reviewing your M&A to identify points that need to be improved, however, you may find you are less likely to identify things that work particularly well. You also are less likely to focus on understanding why things work or don’t — or capture this in a way that institutionalizes it into core materials (like your Playbook or software tools) or to fully identify your knowledge assets in the form of the actual people who have the core know-how that comes from hard won experiences.

 

The Retrospect surfaces and insures those items are dealt with, it also gives clarity to what you may not know you know. Developing awareness of your “stable” of talent reduces the risk of riding that “one trick pony” into burnout – a particular issue during intense efforts like M&A. In some cases the stable is greatly enhanced as a result of the M&A but not clearly recognized or fully engaged. A very important topic in helping you speed and improve your likelihood of success, particularly with integration efforts, if you are a serial M&A company.

 

The size and extent of the Retrospect is a function of the size and extent of the M&A but typically plans for a single week effort followed by analysis, discussion, and integration/learning from the outcomes. Core to the effort is to develop an approach that insures all lessons are in fact learned…you will do the next M&A with full benefit of the M&A you just completed and everything you learned from the experience.

 

Our informal surveys indicate that very few organizations do rigorous learning around the M&A process. This is generally not recognized due to a lack of metrics, particularly during integration, that support managing the actual M&A process. The metrics measuring success of the M&A event and those needed to effectively manage the process are not the same. Since, in general, organizations “manage what they measure” the general explanation of why the typical M&A success rate is so poor starts to be clear. The Retrospect, again, clarifies what needs to be done to change this.

 

We also bring to the effort the learning from other organizations through consultants and even other organizations where possible and prudent. You typically do not have much time to learn during the M&A – even during the integration phase…the Retrospect is the time to make sure learning is happening.

 

If the ability to conduct the Retrospect with key members of the M&A team is not possible, the approach can be modified to include a “Learning History” approach. In many cases we find this (and several other learning based approaches we will touch on during the retrospect) emerge as simple enhancements to your normal M&A processes. 

 

It may also be appropriate to initiate the Retrospect process strategically during an M&A. Identifying ways to improve the M&A process during execution may be more appropriate and effective than waiting to conclusion of the event.



WHAT TO EXPECT:



 

Better and Faster Decisions by tapping into the experience of your Peers around the globe, you can avoid their pitfalls, apply their solutions, and make the right decision the first time.

 

A step change in productivity by identifying and building on your full knowledge-base, we can reduce costs & minimize new resources to achieve transformative growth targets. 

 

A focus on avoiding problems rather than the much more difficult and costly approach of fixing problems. 

 

New Products & Services – leads into breakthroughs (pathfinder projects) for NewCo. - Re-use of knowledge fuels innovation. 

 

The opportunity to introduce cultural norms to the NewCo:

  • We need federal behaviors; the recognition that our loyalties and linkages lie wider than just our own team.
     
  • We need to recognize our dual citizenship; that we are members of our local business team, and also of communities which span the organization.
     
  • We need the behavior of reflection; the habit of stopping to think about what we have achieved, and how we achieved it, in order to continuously improve.
     
  • We need openness to the ideas of others; a willingness to look for help.
     
  • We need the generosity to offer our help when it is requested.

 

You will routinely turn inside your competition's learning curve. 




REASONS THIS MIGHT NOT HAPPEN:


 

 

KNOWLEDGE IS POWER
Too often people see learning and knowledge hoarding as a way to personal power. However by the same argument, knowledge sharing is empowerment.

 

BUILDING EMPIRES
People need to move from building empires to building new relationships.

 

INDIVIDUAL WORK BIAS
The Individual work bias of the past ("I have to solve this all by myself") is not shifting to a teamwork and a collaborative bias for a future.

 

LOCAL FOCUS
Learning together can be seen as threatening our current organization (and my job), local focus to “protect turf” can trump a network focus for the company. A particular issue as the M&A process surfaces sensitive issues at all levels and all people.

 

"NOT INVENTED HERE"
This can be a real barrier to the import of knowledge, if the relationship of trust is missing. Trust will grow with face-to-face knowledge sharing, and few people resist a request for help.

 

ERRORS WILL BE PENALIZED
People are often afraid that errors will be penalized, and are therefore unwilling to share what they may see as failures. That is why techniques such as Retrospects accentuate learning from success.

 

NOT PAID TO SHARE
People feel they are not paid to share. Knowledge management is often seen as not part of normal business. Preserving the value of our knowledge assets is not seen as core business.


NO TIME TO SHARE 
People feel they have no time to share. This is a very real barrier; most people are 'maxed out' at the moment. So we need to make knowledge sharing as quick and efficient as we can, because really we have no time NOT to share. 

 

NO TOP-DOWN COMMITMENT
No top-down commitment to managing intangible assets (knowledge, collaboration, etc.). It is a culture of “coaching” more than one of “directing.” Without this commitment and an infrastructure of rewards, appraisals, behaviors to support and reinforce – culture will eat your lunch. Every time.

 

NOT LED BY PEOPLE WITH FIRST-HAND EXPERIENCE
The program is not led by people with first-hand experience in organizational transformation.

 

 

PRAISE FOR THE M&A RETROSPECT 

What are people saying?


 

 

"At its most basic, the Retrospect is a key component to simply transfer the dispersed know-how of an organization more effectively to all its parts, and over time, for improved performance. More and more organizations are mastering the technology needed to get help fast from far flung parts of its operation to resolve difficult issues this is a natural chapter in that book.

 

"Much more challenging is systematic capture of know-how built from years of experience so that a relatively inexperienced employee can perform immediately with the competence of an old hand — hundreds of old hands even — without having to ask the old hand for help and advice.

 

"The pressure to meet this challenge as we would expect is growing. Fortunately so are both the technologies and management techniques needed."

 

– MANAGING DIRECTOR, A MAJOR INTERNATIONAL ENERGY COMPANY 



"Through interacting at the Retrospect, we share the opportunity to benefit from both tacit and explicit know-how and experiences. So what we want to do is... Help people find their own reasons and their own ways to increase the quality and frequency of their interacting with others. I find introductory sessions and conversations infinitely easier and more productive when I actively seek out their own reasons for talking about something with me in the first place. Continuing on from where they are, right then and there, is a powerful way to see improved performance and capacity of each person and the team itself."

 

- EXECUTIVE COACH



CLICK HERE for more info about the Escalys method for M&A.

Contact Tony Kuhel at tkuhel@escalys.com for examples of any specific area of interest or additional information.






 

Some of Our Previous Clients