Mergers and Acquisitions

The Theory of Missions™ is a registered trademark of Organizational Analysis Corporation.

At the rate of which markets are currently changing, the act of merging businesses has become a strategic necessity. Realigning businesses as a result of a merger can be incredibly expensive. If not executed properly, the cost burden of the act itself can diminish the value of the merger and delay the financial benefit that ultimately inspired the merger. OAC’s approach to realigning businesses after they have undergone a merger is cost effective, thorough and far more expedient than traditional methods. It specifically addresses the realignment of companies in cases where two or more entities are merging.

Using OAC’s Mission Design Technologies, we create designs that are flexible and provide lasting value to the company. The process is relatively straightforward. We create a model of what of what will become the new entity. We start by establishing the mission the new entity will assume. As simple as this seems, choosing the right mission for the forming entity, that is suitable to all parties, can be more difficult than is necessary. However, failing to define the mission out of default or developing an inappropriate mission can eventually alter the mission system beyond its ability to compete at desired levels. At this juncture, we use an established Mission Definition Process that yields an appropriate mission and mission statement. In addition to its value of establishing the philosophical foundation of the mission, the process itself is an excellent teambuilding exercise.

Whereas defining the mission is not always easy, creating an effective operating model that combines the best of the merging entities is even trickier. Once the new mission is chosen, we characterize the internal and external environments and work that is now associated with the new mission. The characterization of the mission system is accomplished through established methodologies that yield critical data such as the most appropriate value structure for the newly developed mission system, work volume and complexity, market conditions pertinent to the mission, and internal characterization of the types and numbers of staff needed to successfully accomplish the new mission.

From those upper structures, we move the combination of work and values downward to establish the mission’s strategic level and from there we design its associated execution processes. At this level, the client may choose the level of detail needed to manage the business. At minimum, major systems needed to process information and execute work functions are defined and charted.

From the beginning to the end of the project, OAC is busy building a model of your new business. When we are done, you will have at your disposal a business model defined from strategic to operational levels, with the degree of detail you desire.

Once we have created the new model, it is programmed in html language. At this point, you may choose to develop links that access various parts of the model. Through this process, we can develop links that show many relationships such as strategy to individual job descriptions, businesses systems, processes, procedures, policies and plans. At this point not only have you developed an operating model for you new entity, you have also developed a system through which the evolutionary path of you mission can be tracked through time.

Furthermore the continuous quality loop built into the model allows you the opportunity to assess the mission in real time and to gently adjust it to meet market changes. Strategic planning and tactical planning is made easier when critical decisions result in documented changes to the existing model. The value of those decisions over time can be tracked, thus yielding excellent analyses of past performance and providing input to continuous improvements in the mission system at large.

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