碰男将多大是 高级商务英语阅读 after the merger went through? Garrard:I would say that,in the first three months of the period immediately after the merger,70% of my time was spent on integrating the two businesses.We also have a dedicated team headed by a senior manager whose sole responsibility is bedding down the merger,and we expect that to continue for two years.There is a team of three people at the moment,with other people being seconded in on an as-needed basis.A lot of the immediate post-integration tasks,such as outplacement,have been outsourced,so there is also a significant amount of work being done by suppliers that needs to be managed as well. A lot of this qualification and briefing of suppliers needs to be done prior to the merger.With HR,for instance,you need to advise what your redundancy package will be,what outplacement services you will offer,and so on.Information Technology was similar-we had briefed our supplier on what we would need and when we would need it,prior to the merger.You don't want to be seeking out and qualifying suppliers in that period immediately following the merger if you can help it. Mike:From your experience,how is it different running a post-merger company,compared to running the company beforehand? Garrard:You are trying to blend two cultures,and you have a responsibility to set an example.To accelerate that process,I created teams that were deliberately chosen to have representation from both businesses.With the marketing and sales people,I had them working together in the one office within four weeks.We have also done a number of team-building activities to get everyone working well together.There's a lot more to do,of course,but our results so far are pleasing. 第7页共7页高级商务英语阅读 after the merger went through? Garrard: I would say that, in the first three months of the period immediately after the merger, 70% of my time was spent on integrating the two businesses. We also have a dedicated team headed by a senior manager whose sole responsibility is bedding down the merger, and we expect that to continue for two years. There is a team of three people at the moment, with other people being seconded in on an as-needed basis. A lot of the immediate post-integration tasks, such as outplacement, have been outsourced, so there is also a significant amount of work being done by suppliers that needs to be managed as well. A lot of this qualification and briefing of suppliers needs to be done prior to the merger. With HR, for instance, you need to advise what your redundancy package will be, what outplacement services you will offer, and so on. Information Technology was similar - we had briefed our supplier on what we would need and when we would need it, prior to the merger. You don't want to be seeking out and qualifying suppliers in that period immediately following the merger if you can help it. Mike: From your experience, how is it different running a post-merger company, compared to running the company beforehand? Garrard: You are trying to blend two cultures, and you have a responsibility to set an example. To accelerate that process, I created teams that were deliberately chosen to have representation from both businesses. With the marketing and sales people, I had them working together in the one office within four weeks. We have also done a number of team-building activities to get everyone working well together. There's a lot more to do, of course, but our results so far are pleasing. 第 7 页 共 7 页