Module 10 report

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School

Southern New Hampshire University *

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Course

MBA 699

Subject

Business

Date

Feb 20, 2024

Type

docx

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Uploaded by shirafranks44

Module 10-1 Report AFTER ACTION REVIEW Franks, Shira Southern New Hampshire University| MBA 699

Following the completion of the acquisition process, it is crucial for us to undertake a thorough examination of the change management process to assess its impact on the organization. This analysis will enable us to identify the processes that proved to be ineffective or effective, thereby providing valuable insights for developing strategies in future scenarios. Expected outcome The objective of acquiring the Life Sciences organization was to establish a guiding coalition that could effectively navigate the change process associated with the acquisition. Throughout this process, the coalition members would play a crucial role in transparently communicating all aspects of the change to the organization's members, while also providing a platform for employees to express their concerns. The coalition would address these concerns, alleviate any fears, dispel rumors, and ensure that management was fully informed about the employees' apprehensions, thereby fostering a relationship of trust. The organization had planned to provide the necessary training and skills to all employees affected by the integration, to minimize the likelihood of job eliminations post- acquisition. Furthermore, the organization aimed to enhance employee satisfaction and retention by investing in career development plans. Additionally, there was a focus on implementing flexible work arrangements and fostering an environment that encouraged creativity, collaboration, and teamwork, with the goal of cultivating a culture centered around innovation and growth. By undertaking the acquisition process, the Life Sciences organization had strategic plans to bolster its presence in the market. Specifically, the organization aimed to drive growth and innovation in the oncology, virology, and pharmaceutical domains. This strategic move was expected to not only give the organization a competitive advantage but aimed to consolidate its

position and increase revenue, further establishing the organization as a market leader in the Life Sciences industry. The intention was to ensure a smooth acquisition process, considering the strategies implemented, while minimizing any disturbances to the current organizational flow. Moreover, it aimed to have minimal impact on operations, enhance employee satisfaction, and ultimately boost efficiencies and productivity by integrating processes and systems from the newly acquired organization. Actual Outcome The outcome of the acquisition unfolded in a different manner than originally anticipated. Initially, the primary buyer, who was believed to be the most suitable fit for the organization, decided to withdraw from the sale. As a result, the alternative buyer, Gilead Sciences, stepped in and became the new buyer of the Life Sciences organization. Although Gilead was not the first choice, they proved to be a much better fit due to their operational process and market trajectory aligning more closely with that of the Life Sciences organization. Similar to the expectations of the primary buyer, the acquisition with Gilead enabled our organization to expand its operations into new markets, thereby increasing its reach and exposing it to a larger consumer base. The coalition group made sure to communicate all aspects of the change process to the organization's members, aiming to gain their support. They also focused on implementing career development programs and trainings to enhance the skill sets of the existing workforce. However, the technological advancements, innovations, and upgraded processes and systems of Gilead Sciences caused some concern among our workforce. They felt overwhelmed and worried about meeting the new employer's demands and requirements. Consequently, 5% of the workforce decided to pursue careers at other organizations, resulting in a temporary decrease in productivity and reduced sales. Nevertheless, the impact was minimal as the organization

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managed to retain most of its talented employees and attract new talent with additional skill sets, which fostered innovation and creativity. This allowed the initial disruption in operations to stabilize, leading to an increase in productivity and ultimately, revenue growth. Despite the differences between expectations and the actual acquisition process, there were opportunities to handle things differently to align the intended outcome with the expected results. To prevent the primary buyer from withdrawing from the sale, the coalition members should have conducted a more thorough analysis of the buyer's financial situation and reviewed past negotiations with other organizations to identify any signs of instability leading to early sales withdrawals. Furthermore, additional investigations and discussions could have ensured the buyer's commitment to the sale and uncovered any potential risks or red flags that might cause unrest among potential buyers. These steps could have led to the implementation of necessary measures to address buyer concerns and reduce the likelihood of withdrawal. Lastly, in any change management process, achieving a 100% acceptance rate is unrealistic. The key is to attain a high level of acceptance that minimizes disruptions to operational processes. Employees who embrace change will seek opportunities for growth and efficiency improvements, while those resistant to change can impede progress and may need to be removed to focus on fostering a culture of innovation with those who embrace change. The 5% of the workforce that left within the first quarter post-acquisition allowed the organization to bring in employees who shared the organization's vision and were committed to its growth. Learning Throughout the course scenario on organizational transformations, I have gained a deep understanding of several key concepts. Firstly, I have learned the significance of establishing clear expectations within an organization. This ensures that everyone is on the same page and

working towards common goals. Secondly, I have realized the importance of implementing a change management process to effectively achieve desired outcomes. This process helps navigate the complexities of change and ensures smooth transitions. Additionally, I have learned how to measure change and assess its alignment with the organization's trajectory. This evaluation is crucial in determining the success of the change process. Moreover, I have recognized that a lack of a well-defined process can hinder organizational growth and impede success. As I progress in my career, I am committed to further developing my skills in communication, identifying, and addressing inefficiencies, and embracing change. I understand the need to be comfortable with discomfort to adapt to new processes and concepts. As the Life Sciences organization implements further adjustments to its operational procedures and platforms, my primary objective remains centered on fostering collaboration and teamwork. I will establish an accessible open-door policy aimed at fostering open and transparent communication. I will actively encourage employee engagement and creativity, while empowering all members of the organization to seek continuous enhancements to their processes in pursuit of ongoing innovation and organizational growth.

Module 10 report

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