In today’s fast-paced global economy, more and more organizations are undergoing mergers and acquisitions to move into new markets, gain intellectual property, and create synergies between lines of business.
When two firms merge or one acquires another, a variety of logistical and cultural issues emerge. Structures and hierarchies must be combined, processes must be redefined, and a large number of employees must be re-onboarded and connected. And all this must be accomplished as quickly as possible so that the new, larger organization can start to realize the business benefits that the merger or acquisition was designed to achieve.
APQC believes that an organization’s knowledge management (KM) team can assist in the wake of a merger or acquisition by forging links between members of the new and legacy work forces and ensuring that new employees are assimilated into the larger organization. This white paper describes the role of KM as 1st Responder (SM) and explores how knowledge management can impact mergers and acquisitions. In-depth examples from Baker Hughes, Merck & Co., Rockwell Collins, and Schlumberger are included.