Merger integration complexity of the integration managers on the quality of special requirements Jack Welch once said : find suitable integration manager on the integration of M & A 95% completed. Visibility Integration Manager in Merger integration process of importance. However, after the merger integration is yet to be defined, the integration of M & A manager as a special period of special talents, very lacking. What kind of people can do this special tasks? In many ways, integration manager is not so much an organization of managers, it would be better to say more like a new company of the entrepreneur. At the beginning of mergers and acquisitions, strategic and financial plans will come out to show you a new organizational vision for the future. Integration Manager to flow through the system established organizations to translate these into reality. This process involves the role and the relationship between them is not a good definition. Merger of each other, the process of integration is more like art, no fixed method could follow, the need to create and innovate, but each time the merger integration manager had to complete some work (see figure) These special requirements for integration manager has some special quality. Integration manager of the essential qualities of mergers and report to the depth and breadth of understanding. Because of the M & A side will ask the merger integration manager to the internal rules and the drafting of reports, where access to relevant information, the answer to a large number of customers, and so on. Therefore, integration managers on mergers and acquisitions to be the inner workings fingertips, but also know many people from different departments, and the top has a relatively good relationship. Willing to do the unsung heroes. In many cases, the integration of integration managers will leave, the real credit will be due to the incumbent management. Integration Manager although considerable power, but not think of myself as the CEO of the new organization. This requires integration managers have good psychological and vocational skills. For us to stay calm. Done an integration manager in the daily life changes and some confusion, it is necessary to arouse inter-departmental and inter-regional and inter-cultural team, require special management ability and temperament also need flexibility, not to be too perfectionist. Because the integration team reporting mechanism is not established, many of them are first time, previously might have the tools are not useful, therefore, the integration manager needs not only through institutional power relations incentive members, More needs to exercise personal leadership skills and ability to communicate, for the whole integration process more interesting and meaningful to encourage everyone to the new organization work. A sense of responsibility to work independently. Due to the location of the special, no one told integration manager should be doing every day, can only carry out its work independently, Maintaining a strong initiative. Have emotional and cultural wisdom. If the acquisition does not involve the issue, then all a lot easier to handle. However, a person after the acquisition is precisely the key to integration, which requires a high degree of integration managers who have the wisdom, will it be possible to balance various departments, cultural, regional relations. In particular, cross-border M & As, integration managers also serve as a Cultural Ambassador role to help the parties understand the differences between cultures. and coordinating these differences, building a relationship of mutual trust. CEO duties acquisition process, M & CEO or top side managers should personally choose suitable integration manager, Now the practice is to choose a CEO of high-level managers, now allowed to leave temporarily the post 6 months-12 months, leading to the integration of M & A work. As a result of this special work, the selection of appropriate candidates is very important, CEO of Choice integration managers should pay attention to the following areas : choose a suitable person. Can not choose too low-level managers, although integration is a process, But more than ordinary complex projects, and much more important, the quality requirements are relatively high. A very important point is the integration manager at any time and should be the top M & A business exchanges. Managers should be integrated been general manager, its own separate management or organization, know when to make their own decisions asking for anything, but a number of departments in enterprises working, and can be different departments communicate, coordinate and cooperate. Managers should integrate the enterprise's internal selection, because the integration process requires a detailed understanding of Integration Manager, and many departments and key managers have a good personal relationship. Early choice, early intervention. Integration Manager for the best start in a merger negotiation process, so understanding the entire process of mergers and acquisitions is the key element clear which customers, which key personnel, what projects can help businesses after the merger of two better achieve the desired value. Thus, managers will begin to integrate the preparation of project proposals on how to retain top talent and the main key managers, Post-merger integration to ensure success. Support integration manager. Integration Manager Without the support of CEO, no matter how hard can be successful. CEO must first believe that the integration manager, because managers understand the integration of the entire integration process, sometimes presented some different views CEO, CEO should be able to accept. Also, CEO Integration Manager to give full power to enforce the integration process, allowing integration manager at any time and they have the power to meet. In the absence of CEO, chaired by the manager of M & A Integration Integration conference, which, integration manager can have sufficient power to implement some difficult decisions. An integration manager of the story in July 1998. American Johnson 37 billion dollars to acquire the company after Enlargement, Bill Quinn appointed ex post responsible for the integration work. Quinn became Qiangsheng unprecedented integration manager, he himself will play the role is quite confusing. Enlargement is a world-class plastic surgery devices producers, has 3,000 employees, 15 sets of production equipment, Product sales in the world -- it himself stronger than the plastic surgery department of production equipment to the much larger, and they have combined. So, although the new portfolio% of the company's Health Group to strengthen the cause of medical equipment, president of reporting, However, after the merger of the major senior management companies are Enlargement to stay. Strong as the Institute of Health Quality Management, the director of the company and 18 years old staff Quinn Johnson of the commercial operation and how to improve the conduct is quite grasp, But here need something? In the end who is ex Who? In this merger, the integration of what is the point? He Quinn how to play? In many cases, integration managers face of a challenge is how to define their roles. Quinn spent an unusually busy two weeks. He interviewed DEPUY Health and merger-related key figures read all the possible merger with industry-related information, the advice of a more experienced business development experts. He also consulted a number of consulting firms, each had a pair of merger integration from its own perspective is suggested. Soon, he began to be aware of their playing what kind of roles to play. He wants his job was to command the integration process of the operation. He should be in the two companies have established a very powerful image of fairness. In other words, he plays the role of consultant, However, the consultants will be exposed to the new organization to take over the most senior executives. He integrated member of the management committee. Commission Enlargement two senior executives, they will direct management of the new company; There superior new company boss -- Qiangsheng Group of medical equipment, president of the cause. Indeed, Quinn concluded, than were members of the Committee as this, He needs close to the new company's top boss, But that does not mean that he directly to the strengthening of the Group Health medical equipment industry director, reported. In fact, who will report to whom relations have never been any formal announcement. Importantly, the people and sundry know that Quinn at any time can find the cause of medical equipment, president, This has let them think he is very important. When the process of deepening integration time, Quinn began to imagine the role confirmed. However, he also played two other roles that he had originally intended not to. First, he was surprised he become emotional venting tube deflated. Everyone tremendous pressure, he explained, they wanted to ensure each one doing things right, because they did not want to see anyone hurt. Very often, they give vent to my emotions, particularly the one I took in a four-hour telephone. Most of the time people are -- I get angry. Initially, I really do not accept, and then one day it dawned on me that they do not -- I get angry, then it is much simpler. The second he is surprised, to have direct contact with the senior-health is a two-edged sword. This has not only brought him an influence, Also giving hope that he use this influence to strengthen the senior and Health Integration Committee's recommendation -- if they think that new the direction of a problem. Both sides of some managers are reluctant to directly to the cause of medical equipment and integration, president of the Committee to raise objections. Hesitate to challenge the reason for this is because these people will be their new leadership, But Quinn the location is conducive to his different views, because he and the new company without any vested interests. Do need courage and endurance. Quinn said : This is do you think the right thing to do and now looks relatively easy matter between them. For example, I once made a total of three attempts to change them before an important decision for the idea. Sometimes, such duplication people feel uncomfortable, just as I do not know what is not the same. Give up is very easy. The courage to bring such a good return : Quinn's help, The completion of the integration of health than before-to smooth the integration of many, much less conflict. Health-left wants to keep the people, the merger is expected to achieve strategic and financial goals. In fact, Strong Health senior managers think this is Qiangsheng the most successful mergers and acquisitions But at the start of the project a year after Quinn was also strong for Health sent another ex greater integration projects.