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TRANSFORMATIONAL
LEADERSHIP
INTRODUCTION
Momentum
Metropolitan
BACKGROUND OF THE
MERGER
This merger was formed in 2010 by two South
Africans insurer
MERGER
RATIONALE
UNBUNDLE OF SHARES
FIRSTRAND
METROPOLIT
AN
FIRSTRAND
REDISTRIBUTION OF
SHARES
Chart Title
METROPOLITAN; 41%
FIRSTRAND; 60%
FIRSTRAND
METROPOLITAN
SEPARATION OF ENTITIES
MERGER RESERVATION
No effect on shareholder Price
Who was taking over whom?
Different culture
Required efficiencies
MERGER PROCESS
Wilhelm van Zyl Vision for Metropolitan
TRANSFORMATIONAL
LEADERSHIP
implemented a structured communication
process
ORGANIZATIONAL
CHANGE
a good organisational relationship including
each member
ORGANIZATIONAL
CONFLICT
Organizational members may perceivean
M&A activity as a conflict, it is imperative for
the success of the organization
CORPORATE CULTURE
moment of truth for management
it will be visible among members of the
MMI HOLDING
a laser focus on messagesand a solid
It was decided that staff will not reduce for two years
MERGER COMMUNICATION
Bi-Weekly Briefing Sessions
To kill the grapevine
Regular and timely communication built
confidence
CHALLENGES AHEAD
Both cultures were jelling in
And most of the expectations turned out to be true
But there were still great challenges to cope with
Multi-racial workforce
Ailing Economy
Increasing Unemployment
Decreasing Disposable income
Remove Obstacles
THATS ALL
FOLKS!