More and more companies are undergoing mergers and acquisitions to increase their market share and stay competitive. But M&As that look great in the boardroom can create serious challenges for line managers and rank-and-file employees. When two organizations unite, hierarchies and cultures must be combined, processes must be redefined, and a large number of employees must be re-onboarded and connected. And all this needs to get done quickly so that the integrated organization can start accruing the benefits that the merger or acquisition was designed to achieve.
At APQC, we believe that the KM function has an important role to play in the wake of a merger or acquisition. Our latest white paper, The Role of Knowledge Management in Mergers and Acquisitions, lays out five actions that KM can take to support the organization during the post-M&A transition process:
- Introduce—Knowledge managers can leverage their broad understanding of the enterprise to make introductions and forge relationships between key personnel.
- Connect—Knowledge managers can set the stage for integration by ensuring that new employees are included in the expertise location system and connected to communication channels as quickly as possible.
- Engage—Knowledge managers can facilitate the flow of knowledge by engaging new employees in communities of practice, Webinars, and other KM activities.
- Integrate—Knowledge managers can supply context for new employees and help them assimilate by providing information and training on organizational history, culture, and values.
- Listen—Knowledge managers can listen to new employees, ensure that their concerns are addressed, and publicize the specialized knowledge they bring to the table.
The points in the paper are supported by in-depth examples from Baker Hughes, Merck, Rockwell Collins, and Schlumberger. Learn more by downloading this white paper today.
Note: This white paper is available only to APQC members. Find out more about APQC membership at www.apqc.org/membership.