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讲述企业兼并后integration经理的角色以及如何选用合适的人选
麦肯锡金融杂志-Managing your integration manager
作者：Michael J. Shelton
An integration manager can help make a merger more successful,
but only if the top team knows how to choose and install one.
87 KB McKinsey on Finance Summer 2003
Summary: Recruit the right person
Some CEOs aim too low: for them, the integration manager’s role resembles that of any other process-leadership position a company might create to drive its large systems-implementation or performanceimprovement initiatives. Although an integration manager can contribute significantly to the realization of a merger’s promise, the implementation of this important role often bedevils CEOs, few of whom have sufficient experience with mergers to hit on a plausible formula. Our experience during the past five years with more than 300 integration effortsmost involving Global 500 corporations suggests three reasons: CEOs fail to recruit the right people for the job; integration managers don’t become involved in the merger process early enough; and CEOs fail to give them adequate support. Then too, the CEO must give the integration manager the authority to do the job and make it clear, at the integration kickoff meeting, that the integration manager will be serving as the CEO’s proxy in many meetings over the course of the merger. Support the integration manager To succeed, the integration manager will need the CEO’s support in several key ways.
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