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Contents:
Market change demands new ways of operating
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Going global
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M&A synergies
dealing with the intangibles
With any acquisition, executives leading the deal often
face competing priorities and are often under pressure
to deliver shareholder return ASAP. Getting the
balance right between the tangibles and intangibles
of an acquisition is key to success.
CGG Veritas | France
Having spent $3.5 billion to acquire Veritas, a major competitor in the seismic
survey industry, Robert Brunck, CEO and chairman of CGG, knew he had to act
fast to deliver on the promises he had made to clients, investors and employees.
The goals for the merger were clear: secure client relationships, position
CGGVeritas in the industry and deliver over $1 billion in new revenue by
increasing margins and selling more services. To achieve these goals, eight
thousand employees worldwide would have to be able to navigate around
a new operating model and organizational structure.
Hay Group became Bruncks integration architect, managing post-merger
activity across a broad range of issues. A business-focused integration strategy
was created which balanced the delivery of the tangibles operational
aspects of running a business with the more intangible elements of corporate
life, such as the organizational, relational and human capital.
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Going global
Expanding internationally and switching focus from
production processes to a more outward looking
emphasis on markets and customers requires clear
direction from the top and commitment at all levels
of the organization.
Strauss Group | Israel
Strauss, a family-owned food and drink company based in Israel, acquired
another Israeli food company, Elite, with plans to expand internationally.
The family wanted Strauss-Elite to become a profitable customer-focused
company with a shared culture and vision grounded in its family-run spirit
a challenge when bringing together two businesses with two distinct histories.
Hay Group started to work with Strauss Group at the start of the integration and
studied the two companies separately, examining their cultural similarities and
differences and their readiness for change. Working with the chairperson and
the senior management team, a blueprint was developed that set out what the
organization should become and how the changes would be achieved over time.
Work included leadership development, launching new processes, and new
ways of business and performance management. Hay Group continues to
support Strauss-Elite which has now rebranded itself as the Strauss Group.
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Africa
Cape Town
Johannesburg
Pretoria
Asia
Bangkok
Beijing
Hong Kong
Jakarta
Kuala Lumpur
Mumbai
New Delhi
Seoul
Shanghai
Shenzhen
Singapore
Tokyo
Europe
Athens
Barcelona
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Bratislava
Bristol
Brussels
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Frankfurt
Glasgow
Helsinki
Istanbul
Kiev
Lille
Lisbon
London
Madrid
Manchester
Milan
Moscow
Oslo
Paris
Prague
Rome
Stockholm
Strasbourg
Vienna
Vilnius
Warsaw
Zeist
Zurich
Edmonton
Halifax
Kansas City
Los Angeles
Mexico City
Montreal
New York Metro
Ottawa
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Regina
San Francisco
San Jos (CR)
Toronto
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Metro
Middle East
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Pacific
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North America
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South America
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