Case Study: Can this merger be saved?

Nick Cunningham had been against the Beauchamp acquisition from the beginning. Nicks company, Synergon Capital, was a U.S. financial-services behemoth, constantly on the lookout for acquisitions. Typically it acquired turnaround candidatessmall companies with established market positions and poor management. But Beauchamp, Becker & Companya British financial-services company with a great history, strong profits, and an extraordinarily loyal client base of wealthy individualsdidnt fit that description at all.

Nick told his boss, J.J. dAmato, exactly what he thought. Well have to pay too much, he said. And our cultures are completely different. We dont play the same game. They dont care at all about growth.

J.J. scoffed. Stop being such a wuss. Lets just do it. Im sure we can find some money theyre leaving on the table. J.J. was rising fast in the company. Listening to subordinates was not among his strengths.

Im not so sure, responded Nick. This isnt a dog that no one wants, run by amateurs. They know more about their customers than we ever will. Theyre different.

You worry too much about the soft stuff, Nick, J.J. said. Relax. We wont force them to change that much. Youll figure out how to make the numbers.

The Synergon Style

Nick had been with Synergon for three years. Hed signed on because of the companys powerhouse performance. Synergons acquisitions style was legendary. It used a crack team of financial auditors and operations professionals in the due diligence phase to figure out where it could add value. Every team had a war room at corporate headquarters with charts, fax machines, computers, and phones. It was staffed around the clock until the deal was done. The team prided itself on identifying every nickel the target business took in or spent.

After Synergon closed a deal, its integration machinery took over. Within weeks, it would close the acquired companys back-office operations and shift work to the nearest Synergon office. Since the acquired company was usually badly managed, Synergon would fire most of the management team within 12 months. Internally, they called this tactic neutron bombing. The people were gone; only file drawers and contracts remained.

Synergon relished its rough culture. Due diligence teams were called commando squads; its members got 18-inch bowie knives with their names and that of the acquired business engraved on them. Negotiating teams got silver-plated sledgehammers if they closed a deal at a price lower than the figure initially quoted to the board. Operating managers who achieved an acquired businesss earnings and productivity targets in the first year got 12-inch-long models of a piranha.

Synergons CEO swore that a take no prisoners approach was vital to survival. The marketplace is war, he told new M.B.A. recruits. That nickel you see at the end of the negotiation table belongs to us. Get it. Its ours. There may be some collateral damage along the way, but its our d**n nickel.

Sometimes Nick found himself at odds with this culture. Its not that he wasnt competitive, but he had a more thoughtful side than many of his colleagues. He was worried that the Synergon style would someday get in its own way when the company was faced with a situation that didnt fit into its game plan. And Beauchamp, it seemed to him, might be that situation.

A Marriage Made in Heaven

Still, the acquisition made sense. Beauchamp would give Synergon a foothold in Europea key part of the companys strategic planas well as access to extremely desirable customers. And the deal could make sense from Beauchamps point of view, too. The company needed to grow, and Synergon had deep pockets, plus some areas of expertise that Beauchamp lacked.

But the acquisition made Nick nervous because it would only work under two conditions: first, if Beauchamps customers remained happy and, second, if Julian Mansfield, Beauchamps longtime managing director, stayed on board. Mansfield was smart, sophisticated, and polished. Synergon could learn a lot from how Mansfield managed his clients. The problem was, Synergon didnt think in terms of learning.

Nick pointed out this problem one last time before J.J.s acquisition pitch to the board, but to no avail. Let it go, Nick. Were going to jam this through and theyre going to love it.

And J.J. was masterful before the board. We will leave Beauchamp alone. Its a great cross-selling opportunity for us, he said, looking deferentially at Synergons CEO, Norman Waskewich. And Nick will help get them focused on growth.

J.J. was on a roll. Synergons management and Beauchamps customers. Its a home run. A slam dunk. They will learn what weve always known: You have to grow or die. They will grow.

Right after the meeting, J.J. set the rules. Pointing a finger directly at Nick, he said, You have three tasks. One, Beauchamp doubles its earnings in three years. They need a 20% pop in income in year one. Cut some heads and well get there. Two, no blowups at Beauchamp. Nada. The press and the analysts are all over us on this deal. Third, I want their big customers so I can pitch our products. And I want Mansfield to get me in. If he walks, they walk, and our pitch walks. If Mansfield walks, you walk out right behind him. Got it?

The Venerable Beauchamp

Soon after the deal closed, Nick made a quick trip to London. He met briey with Julian Mansfield and the rest of the senior management team. There was a lot of polite talk about Beauchamps wonderful traditions and the significant synergies that existed between the two companies, but not much of substance occurred.

Nick scheduled a second trip for a month laterhe was facing the end of Synergons fiscal year and couldnt get back any sooner. In spare moments during the ensuing weeks, he studied Beauchamp. The place was impressive, no doubt about it. Beauchamp was an unusually stable company. Its management team consisted of 16 people whod worked together for more than a decade. The 700 associates routinely shifted from one project team to another to handle a surge in business, solve a customer problem, or get a product to market. The turnover rate was a mere 4%, and managers averaged 21 years of experience with the company. (In contrast, Synergons turnover rate was 21%, and the average tenure for managers was 6 years.)

Julian Mansfield presided over the whole like an old-fashioned patriarch. His title was managing director, but he was Beauchamp. He was the godfather of dozens of associates children. He was revered within the company for his business sense and character, and he was well known in charity circles for his generosity.

As Nick was pondering his second face-to-face meeting with Mansfield, the Synergon integration team swung into action. First, Synergons HR director informed his counterpart at Beauchamp that Beauchamps Associate Bonus Plan, which provided every associate with at least a modest bonus, would be scrapped. Synergons Big Bang Bonus Plan, which favored senior managers who achieved high earnings growth, would take its place. The change would reduce the bonus for 70% of Beauchamps associates.

Second, Synergon closed the cafeteria that for years had provided Beauchamp employees with a free lunch. Employees complained to one another as they ran out at lunchtime for take-out food. Julian was mortified that the caf ladies, whod been with Beauchamp for years, were let go with only a minimal severance package.

Third, Synergons finance director informed his counterpart that purchasing and travel would now go through Synergon vendors. Agreements with vendors in these areas were geared toward big-ticket items, such as executive office furniture or cross-Atlantic airfare. Although Synergons arrangements kept its own costs down, they were bound to push Beauchamps up, since the smaller firm used regional carriers with lower local fares. People at Beauchamp were upset that long-standing relationships with local suppliers would be eliminated.

To top it all off, Synergon was now requiring multiple approvals before granting customer credit; the approvals would be based on customer industry, contract profitability, customer location, and the type of asset offered as collateral. Beauchamp salespeople had always made credit decisions with a conversation and a handshake. Under the new regime, Beauchamp received its first customer complaint in living memory when a valued customer of many years lost a deal while waiting for his loan approval to come through.

Julian and his longtime executive assistant, Olivia Carlton, heard daily complaints, too, about the new reports and forms that Beauchamp managers had to fill out for Synergon officials, who never introduced themselves or explained why the forms were necessary. Synergon was asking for numbers on market share, competitor data, cost reductions, productivity increases, and risk allocation.

When direct communication did take place, it was horrible. The day before Nicks second visit, a Synergon financial auditor brought Olivia to tears. Fax me the F-14 sheet in the next hour or I will be in your face Monday morning and your boss will hear about it. Get me my report.

The Honeymoons Over

When Nick walked into Julians office on his second visit, the older man rose and shook hands, trying to be cordial, but he was clearly annoyed. After some initial small talk, he said to Nick, Let me ask you a question. Is Synergon trying to offend me?

Goodness, no, said Nick, taken aback. What do you mean?

Well, you can see that Im not a small man, answered Julian. (Indeed, he was well over six feet tall.) As you know, I travel a great deal, and I happen to suffer from arthritis. Yet my assistant has just informed me that Im not to y business class to Paris. Company policy doesnt allow that without permission from my superior. That would be you, I expect?

Nick stuttered out an explanation and assured Julian that the policy would be overridden. Julian gazed out the window for a long moment, then turned back to Nick.

Look, Mr. Cunningham, we can help you reach these absurdly high target numbers youve set, but not unless you let us do our work.

What do you mean? responded Nick, genuinely puzzled.

Ill show you what I mean, said Julian, opening his desk drawer and pulling out a two-inch pile of faxes. These are just a few of the vital, urgent, ASAP messages weve received from your people. Do you have any idea how time-consuming and idiotic these forms are?

Nick recognized most of them. Some were administrative: the travel center asking whether the new employee would prefer nonsmoking hotel rooms and what kind of airplane seat, aisle or window.

Some were procedural: HR asking that performance evaluations be completed for all subordinates in SEPR formatwhich meant Synergon Employee Performance Review, but there was no explanation. And the S-EEO-1, which asked Beauchamp to classify employees by race, gender, and level, something not done in the United Kingdom.

Some were financial: the B-52s, growth projections for the next three years, and the M-16s, cost-reduction sheets for the past 12 months.

All told, several dozen requests from 14 different people at corporate. Nick recognized this as routine work that Synergon managers did at home on Sunday afternoons.

Ill do my best, replied Nick. I can get someone over here to help you out. But this is how we operate.

Mansfield narrowed his eyes and said with barely concealed anger, Im sure it is how you operate. But if your operations mean that my companywhich was ticking along very nicely, thank youbecomes paralyzed, then we both have a problem. You people have a very odd notion of what leaving Beauchamp alone means.

After a brief pause, he went on. You know, Mr. Cunningham, you seem like a nice fellow. But Ive been around too long to have to put up with this much impertinence. To have these boys you call auditors insulting my assistant is, frankly, something I can do without. My wifes been on at me to retire for the last year or two and, I must say, that idea is starting to sound attractive.

I have a suggestion. Why dont you take the rest of the day off? You can get over your jet lag. Theres a Sargent exhibition at the Tate that you might enjoy, and Miss Carlton could probably get you some theater tickets for tonight, if you like. Why dont we meet tomorrow morning, after youve slept on it, to talk about the future of the company.

Questions to be answered:

What do you think the key differences are between the two companies in terms of their approach to HRM? How does that explain what is going wrong?

What do you think the key differences are between the two companies in terms of their organizational structure? How does that explain what is going wrong?

How should Nick prepare for tomorrows meeting with Julian? How can he turn things around? Give at least two concrete advices for Nick