Seven Weapons For Integrating Entrepreneurial Teams

Industrial mergers and acquisitions may mean eliminating a competitor, opening up a new market or acquiring a new technology for the M & a side. But for the acquirer, especially when the acquirer is still Entrepreneurship At the time of the enterprise, it means a qualitative change.

Integration itself is a difficult problem in mergers and acquisitions. team It is even more difficult. Because the entrepreneurial culture and the capitalists' culture of the M & a side are fundamentally difficult to integrate.

But this does not mean that the tragedy between Shanda and cool 6 is bound to happen. Although it is very difficult, if we can master the method and act according to the rules, we can still minimize friction and reduce costs.

The first weapon: cultural investigation. Before mergers and acquisitions, the most important problem is not to raise funds, but to get them. Merger Fang conducted a detailed cultural investigation. The culture of the workers is not the same as the engineer's culture, and the blue collar culture and the management culture can not be generalized.

The characteristics of worker culture and blue collar culture are replicability and poor autonomy. This is a group that is easier to integrate. However, engineers' culture and management culture are not easy to be solidified on the platform of enterprises. There are many uncontrollable factors, and they originate from the characteristics of intellectuals. Cool 6, the staff refused to be laid off, to a large extent lies in the grand practice, so that these software engineers "face sweeping."

The second weapon: keep the founders. A few months before the farce, Li Shanyou, the founder of cool 6, left because of disagreement with Chen Tianqiao. For the entrepreneurial team, the existence of the founders means the existence of the entrepreneurial dream. Retaining the founders is a necessary condition to ensure the smooth progress of the reform. For the M & a side, the bottom-up layoffs are much smaller than the top-down risk.

The third weapon: early training. For the implementation of layoffs, professional training must be carried out to enable them to understand the implementation of layoffs from various aspects such as psychology and sociology, and master the skills of layoff negotiations. After all, layoff negotiations are a process of communication with people. In this process, participants must avoid the appearance of the M & a leader, so as not to cause the reverse psychology of the layoffs and entrepreneurial teams.

Fourth weapons: 1 to 1 principles. Whether it is the decision of layoff or the negotiation of compensation measures, we must adhere to the principle of "1 to 1" and make every effort to communicate with every layoff worker. This not only proves the respect of employees, but also ensures the confidentiality when the compensation measures are inconsistent.

The fifth weapon: professional company. Professional HR Consultants can minimize the cost of layoffs. They can provide detailed layoffs and solutions, and even provide new jobs for the employees who are being laid off.

The sixth weapon: communicate with the government. China's law clearly stipulates that more than 20 layoffs need to be sent to the relevant labor departments for 30 days in advance. And labor and social security departments will help enterprises prepare contingency plans, so effective communication with government departments can make the integration work twice the result with half the effort. On the contrary, it was too late to report to the labor bureau after second days of layoff.

The seventh weapon: appeasing propaganda. For the employees left behind, there must be enough pacification measures. People are emotional animals, and the breakdown of entrepreneurial teams is easy to create a feeling of sadness. Therefore, pacification and publicity can ensure the stability of the team.