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Prozessmanagement bei komplexen Großvorhaben
- 1. Prozessmanagement bei komplexen Großvorhaben Schmalenbach-TagungM&A 2012 Kai Lucks Protection notice / Copyright notice
- 2. Komplexität ist… …Vielschichtigkeit (lexikalische Definition) …Einzigartigkeit …Eine neue Herausforderung …Für jedes Unternehmen anders gelagert August 2012 Prof. Dr.-Ing. Kai Lucks 2
- 3. Erfolgsquoten 77 50 66 53 31 % Fehlerquote McKinsey Mercer Booz-Allen KPMG KPMG (1987) (1995) (1998) (1999) (2001) • M&A ist eine große Herausforderung • Professionalisierung verspricht große Verbesserungen August 2012 Prof. Dr.-Ing. Kai Lucks 3
- 4. Es gibt grundlegendeTreiber von Komplexität: Restructuring Degree Simple Size Relocations, Sales Volumes, Closings Employees Complexity of Case Locations, Countries August 2012 Prof. Dr.-Ing. Kai Lucks 4
- 5. Experience Management: ProjectChallenge Drivers Sales Vol. own unit Cultural 1 Sales Vol. Change 12 2 11 candidate Locations 11 Volume Employees Reduction 3 11 own Restructuring Manufacturin Employees g 10 4 candidate 11 heads reduction Improve- 9 ment Complexity 5 Countries 8 6 Value Chain 7 Locations Businesses Prof. Dr.-Ing. Kai Lucks
- 6. Experience Management Osram -Sylvania PG – Westinghouse SV – Huntsville Restructuring Volume Restructuring Volume Restructuring Volume Complexity Complexity Complexity Lamp consumer products Power gen systems Automotive components Combined sales 1.5 b. € Combined sales 7 b. € Combined sales 4.6 b. € Combined employees 27,900 Combined employees 18,500 Combined employees 21,700 EBIT improvement goal 188 m. € EBIT improvement goal 1.3 b. US$ EBIT improvement goal 140 m. € Factory transfer 8 Factory transfer 4 Factory transfer none 1994... 1999… 2004… Prof. Dr.-Ing. Kai Lucks
- 7. Westinghouse: Huge Effortsto Ensure Success 300 250 Team 200 Capacity 150 (Fulltime 100 Heads) 50 0 (since 1992:) Pre Analysis Product Post Closing Integration Internal Team „Washington“ Spectrum Teams Joint Exploratory Manu- facturing Change Management Teams Negotiations Implementation Support Team Antitrust Filing 1995 1996 1997 1998 1999 2000 Signing 11/97 Closing 10/98 Prof. Dr.-Ing. Kai Lucks
- 8. Die Komplexität istje nach Projekt-Typ unterschiedlich Siemens Definition: Interlocking 2 Projects Integrated Acquisition- Acquisitio Restructure Reengineering n Ko closing closing m pl ex Meiste Private Equity: itä t Stand alone Reengineering Acquisition only Restructure closing closing Overlap: Complementarity: Cost Cutting Technology August 2012 Prof. Dr.-Ing. Kai Lucks 8
- 9. Siemens hat fürkomplexe Projekte ein Referenzprojekt- modell entwickelt, auf der Basis eines Prozess- Ansatzes Strategy Check Strategy Review Strategic Controlling Strategy Cand. + Path Screening Business Case Business Plan Core Processes Exploration Due Diligence Antitrust Prep. Antitrust Proced. Due Diligence 2 Financial Acquisition Controlling Deal- Vendor Due Dil) Deal Structure. making Negotiation + Contracts Closing preparat. Post Closing Contract Mangement Carve Out (1) Integration Concept Integration Preparation Organization. + Processes Structure Levers Measures Program. & Change Change Program. Readiness Plan 100-D-Implem. 1-Year-Implem. Cont. Improvem. Support Processes Information Communication Valuation Controlling Start Negot. Invest. Signing Closing 100 Days 1 Year Appl. Appl. August 2012 Prof. Dr.-Ing. Kai Lucks 9
- 10. Die Wissens-Elemente fürM&A-Projektführung hat Siemens auf dem Intranet hinterlegt August 2012 Prof. Dr.-Ing. Kai Lucks 10
- 11. M&A-Wissensmanagement wird beiSiemens durch einen geschlossenen Lern-Kreislauf betrieben Preparatory Transaction Implementation Project Approval Approval Sign- Clos- 90 1 Business Management Start 1 2 ing ing Days Year Strategic Planning Business Case Deal Contract Management Integration Preparation Implementation & Controlling Know-How Transfer (CoC M&A Integration) Erfahrungsmanagement ist der Schlüssel für den Erfolg August 2012 Prof. Dr.-Ing. Kai Lucks 11
- 12. Bei hoch-komplexen M&A-Projektenwird das Design weitgehend durch die spezielle Aufgabe bestimmt Beispiel Projekt Alstom Industriekraftwerke: 4 Stufen, 2 Sorten von Teams Phase I Phase II Step 1: Step 2: Step 3: Step 4: From strategic logic From clear integration From intelligent mea- From prerequisites to clear integration targets to intelligent sures to implementa- to implementation targets measures tion prerequisites "Goals" "Potentials" "Commitments" "Achievements" Functional teams Transition depending on • Team tasks • Team scope • Cross-functional coordination requirements Subdivisional teams August 2012 Prof. Dr.-Ing. Kai Lucks 12
- 13. Beispiel: Matrix-Aufbau beimProjekt Siemens Alstom Industriekraftwerke Steering committee (Voges, Kley, Lucks, Stieler, Behrens) Closing team Integration Office (Bopp, Brückner) Integration management ... ... (Balling) CD S2 - Alex PGI management team (= Sponsors) Team Team Team Team Team Team Steam Gas Com- Oil & Power Service Turbines Turbines pressors Gas Plants Sponsor Team Supply Management Hartwig Sponsor Team Manufacturing Butz Sponsor Team International Sales Network Ehrenberg / Stahl Sponsor Team Service Network Tiefenbach Sponsor Team R&D/Technology Southall Sponsor Team Accounting/Controlling Biendarra Sponsor Team IT Reinecke Functional Sponsor Team HR teams Peyton-Jones Subdivisional Sponsor Team Communications Schütz (GZ-)teams August 2012 Prof. Dr.-Ing. Kai Lucks 13
- 14. Die Komplexität nimmtmit fortschreitendem Prozess grundsätzlich zu Steering Project Owner Project Project Committee Steering Committee Owner Steering Committee Owner Project Manager Integration Team-Leader Manager Strat /Struct Exploration Legal, Tax & Team Team Antitrust Strat / Struct Due Diligence Strat /Struct Post Closing Human Tax Team Project Office Team Team Team Contracts Resources Value Negotiation Valuation Information Communication Change Legal Team Management Team Team Team Team Team Team Antitrust Intellectual Tax Business 1 Business 2 Business 3 Business 4 Team Property Team Human Information Real Compliance Reporting Cotrolling Resources Technology Estate Integration Information Marketing Preparation Manufacturing Purchasing Manufacturing Service Technology & Sales Team Location 1 Location 2 Country A Country B Capa- cities Start Time Negot.Appl. Invest.Appl. Signing Closing 100 Days 1 Year August 2012 Prof. Dr.-Ing. Kai Lucks 14
- 15. Komplexe Projekte werdenbei Siemens durch ein umfangreicheres Projektbüro gesteuert Das Project Office am Beispiel VA Tech wurde schon vor dem Closing aufgesetzt Overall Integration Office Project Change Readiness for Base lining, Integration Modules 1 steering and 2 management and 3 4 target setting, 5 Day One in RCs administration communication impact controlling E.g.: E.g.: E.g.: E.g.: E.g.: • Monitoring of • Communication • Checklists and • Request • Methodology project progress time schedule framework for coordination support for RCs • Coordination of • Regular sound readiness issues • Target setting • Support of Tasks meetings checks • Consolidated methodology selected RCs • Preparation of • … readiness cockpit •… •… Steering •… Committees •… August 2012 Prof. Dr.-Ing. Kai Lucks 15
- 16. Auch kleinere Projektekönnen komplexe Herausforderungen darstellen: Beispiel: Hybridmodell bestehend aus Projektstufen und durchgängigen Prozessen Due Strategy Path Explo- Busin. Con- Integr 100 One Dili- Check Screen ration Case tracts Prep. Days. Year gence 1 Legal Process 2 Information Process 3 Measures Planning Process 4 Valuation Process 5 Communication & Change Process 6 Controlling Process Negotiation Readiness at Permission Closing Prof. Dr.-Ing. Kai Lucks
- 17. Summary – Zusammenfassung 1.Structure follows Strategy: jedes Unternehmen muss das für seine spezielle Situation zugeschnittene M&A-Führungssystem entwickeln 2. Je höher die M&A-Frequenz desto stärker wirken sich Erfahrungseffekte bei Projekten aus 3. Kleinere Projekte haben tendenziell ein höheres Standardisierungspotenzial 4. Auf der Ebene der Einzelprozesse ist das Standardisierungspotenzial groß – deshalb lohnt es sich, Prozesse zu definieren und zu standardisieren Prof. Dr.-Ing. Kai Lucks
- 18. Complex M&A ProjectsCan Become Successful – Even in Heavy Weathers Prof. Dr.-Ing. Kai Lucks
Hinweis der Redaktion
- #11 Siemens is executing in average in the last 5 years about 1-3 large and up to 40 smaller acquisitions per year with an average volume of 4“