how to manage operations post merger and industry 4.0

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How to Manage Operations Post Merger and German Industry 4.0 德国工业4.0 投资机会及投后公司运营管理 for Global M&A Summit 全球并购管理高峰论坛 January, 15 th 2016

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  • How to Manage Operations Post Merger and

    German Industry 4.0

    4.0 for

    Global M&A Summit

    January, 15th 2016

  • Future production with Industry 4.0

    Industry 4.0/IoT&S strategy is based on 4 pillars:

    Architecture. for flexible, self-learning systems and processes consisting of mechatronic, electronic and SW products for collaborative network-capable solutions

    General business models. for new working environments, a culture of greater flexibility and openness, new economic principles and corporate management techniques

    Innovations. in products, components 4i products: intuitive, intelligent, integrative, internet-

    capable

    LEarning, knowledge, training (Enable-ING factors)

    AGILE 4.0

  • 4.0

    4.0/

    .

    .

    . 4i

    4.0

  • Industry 4.0 vision 4.0 Industry 4.0 focus: intelligent production methods

    and processes

    4.0

    Cyber-physical systems as enabler for intelligent manufacturing

    Intelligent work pieces and production modules are supporting flexible processes

    Standardized interfaces as part of the digital infrastructure

    Designing a flexible and human centric production

    The I 4.0 Initiative in Germany 4.0:

    (ERP)

  • Im moving to Station 2.

    Im ready.

    We can improve this process!

    Need materials

    AGILE 4.0 4.0

    Networked production architecture of the future

  • Modular Plug & Produce concept

    Intelligent Work Piece controls production flow

    Reconfiguration while operating mode

    Communication Interface for Condition Monitoring

    Adaptable Safety concept

    8200 : http://www.smartfactory.de/ : https://www.youtube.com/watch?v=X7ZDeVsBDbY

    4.0

    Factory of the future will be a modular, multi vendor Industry 4.0 ecosystem 4.0

    The Smart Factory

  • q From labor intensive to talent rich -

    q From Made in China to Created in China -

    q From attract capital to attract talents -

    q From hardware to software -

    q From Investment driven to talent driven -

    q From using domestic talents to international talents

    China Outbound M&A Strategy

  • Connecting the dots Industry 4.0 and China Outbound M&A Strategy 4.0

    Integrate Industry 4.0 into your corporate and M&A strategy - 4.0

    Prepare yourself for disruptive innovations -

    Think global not local

    Think in networked technology platforms and eco-systems

    Permit co-petition and teamwork with other likeminded companies -

    Be open for foreign cultures, learn about their motivations and common grounds

    Source: Parmenides EIDOS

  • Necessary Transition in Post Merger Integration

    Traditional PMI Approach

    Acquiring intellectual property is no longer enough

    Acquiring a supplier is limiting your potential

    Acquiring a controlling stake in a company is not enough

    Acquiring abroad focusing only on the China opportunity

    Acquiring to own/get know-how

    Advanced PMI Approach

    Acquiring TALENT and retaining TALENT is essential

    Acquire ACCESS to platforms and ecosystems

    Acquire the employees HEART & MIND by showing them a bright future

    Acquire abroad and TRANSFORM into a truly global player

    Acquire to ADD VALUE and develop KNOW-HOW

    How to achieve it

    Dialog

    Contribution

    Commitment

    Local Integration

    Clear M&A Strategy

  • Negotiating with Germans

  • Behavior traits Space and Time

    q Privacy is key q Polite distance q Punctuality is essential

    begin late is a sign of being unreliable

    Communication Pattern

    q Frank, open, direct, honest q Truth comes before

    diplomacy q Speech style is serious,

    unsmiling and frequently repetitive

    Listening Habits

    q Listen well, always willing to learn

    q Rarely expect to be entertained in a work context

    q Simple messages sound incomplete

    Meetings & Negotiations

    q Formal approach, well dressed, disciplined appearance q Use surnames only and pay attention to titles (Dr. / (PhD)) q Observe hierarchical seating order of speaking q Arrive well informed, present logical arguments to support

    the case q Thought about counterarguments and prepared their

    second line of attack q Compartmentalize their arguments, each member speaks

    about their specialty q Look for common ground q Head-on collision will lead nowhere q Show good teamwork q Are not poker faced and you can detect differences in

    opinion in faces and body language q Whish to avoid misunderstanding later q Be patient q We stick to what we have agreed orally q If offered a little trial business take it it will lead to more if

    we are satisfied q Stick to what you promised q Be prepared to apologize if failed

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  • Commonalities & Differences Space and Time

    q Privacy is respected when possible in China

    q Punctuality is essential as Chinese hate to waste time

    Communication Pattern

    q Chinese are courteous and considerate but more direct than other Asian cultures

    q They will often ask how you feel about certain issues to avoid contradictions and will express criticism indirectly

    Listening Habits

    q Chinese respond well to modest and caring speech and prefer absence of arrogance

    Meetings & Negotiations

    q Formal meetings, but Chinese prefer to be dressed comfortable

    q Similar to Germans Chinese observe hierarchical seating and show senior executives the utmost respect

    q Contrary to Germans meetings are for information gathering as decisions are made elsewhere

    q The pace of negotiations is often too long for Westerners Chinese negotiate step by step in an unhurried way

    q Politeness is observed at all times and confrontation and loss of face must be avoided contrary Germans are direct, truth focused even if it creates confrontation

    q Chinese say rarely no they only hint at difficulties Germans are blunt and want to avoid misunderstandings later

    q Chinese most often speak in we rather than I q Chinese are thrifty, cautious and patient. Germans will have

    to match patience and stamina, otherwise opportunities may be lost

    q Chinese combine flexibility and firmness which are negotiation traits matched by Germans

    q Both are trustworthy once they have decided who, what, when and how

    q Chinese know their market size and will use this in pricing strategy

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  • What to Avoid

    Avoid when dealing with Germans

    to display eccentricity

    to confront them head on when you are diametrically opposed

    Interrupting unfinished tasks or request many simultaneous tasks

    Oversimplifying

    Overdoing small talk

    The hard sell

    Wisecracks, gimmicks, slogans

    Avoid when dealing with Chinese

    showing anger or appearing upset

    rushing negotiations

    rejecting proposals out of hand, when negating someone's ideas you negate the person

    ignoring anyone brought into your presence

    showing off

  • 16

    My Background

  • THANK YOU VERY MUCH FOR YOUR ATTENTION !

    If you have any question, please do not hesitate to contact me @

    Global PMI Partners Germany Ubierstrasse 83 53173 Bonn Germany

    Phone: +49 172 255 97 88 eMail: [email protected] Skype: tkessler888 http://linkd.in/ThomasHKessler http://bit.ly/XINGThomasHKessler M&A Integration Pre Deal | LinkedIn