Public Sector Mergers 2007
QEII Conference Centre, London, 25th June 2007
Agenda
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P1: Plenary
Running time: 09:30 - 11:15
Themes For Plenary: Public versus Private / Leadership / Change Management versus Merger.
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A1: A Co-ordinated Approach To Delivering Public Sector Mergers
Running time: 11:45 - 12:45
The creation of new public sector bodies from the merger or integration of existing entities requires focus on a number of workstreams (due diligence, project management, HR, communications, business planning etc). The key lies in the successful co-ordination of these elements to realise defined & measurable benefits.
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A2: Designing The IT Infrastructure
Running time: 11:45 - 12:45
This session will explore the pressures on IT departments to harmonise applications & infrastructure following public sector mergers, balanced with the 'if it ain't broke - don't try & fix it' viewpoint. Explore questions such as: How far should the transformation go? ; When would a shared services model be appropriate? ; Can new technologies facilitate the transformation process?
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A3: Getting The Right People (HR Processes)
Running time: 11:45 - 12:45
This session examines how to design, implement & communicate the people strategy for new public sector organisations. The presentation will draw heavily on Towers Perrin's experiences of working on the creation of Ofcom & focus on the harmonisation issues caused by the amalgamation of the five previous watchdogs. The session will give attendees a mix of best-practice HR strategy & practical insight.
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A4: The Value Of Public Sector Mergers (Measuring Their Success)
Running time: 11:45 - 12:45
Involved in a merger? Unsure how to realise value or measure merger success? Looking for tips on the approach, tools & processes that can help ensure its success? KPMG, through their knowledge of leading practices, will provide an overview of the techniques you can use to help plan & deliver a successful merger.
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B1: Programme & Project Management
Running time: 13:45 - 14:45
Lessons for the public sector from a large & complex private sector merger - involving the Littlewoods & GUS home shopping businesses - from the perspective of Littlewoods ShopDirect Group Chairman David Simons CBE. The session will discuss what really works & why, drawing on the principle that 'effective programme management is about turning plans into reality', rather than the slavish application of process.
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B2: Due Diligence
Running time: 13:45 - 14:45
Due diligence too often adds little value – auditing past financial performance rather than providing a platform for future consolidation & better organisation performance. This workshop will draw on Shreeveport's public & private sector experience of how to use due diligence effectively to develop a clear action plan for post merger change. Learn from 3i how they see due diligence as vital to a detailed plan for the first 100 days.
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B3: Designing The Finance Infrastructure
Running time: 13:45 - 14:45
The drive for greater public sector efficiency has focused attention on consolidating service delivery. The amalgamation of multiple organisations & / or service functions is challenging, but to ensure the impact of process change is minimised, it is essential that the finance function continues to deliver timely & accurate information. This session will examine the importance of an agile finance infrastructure drawing upon successful customer examples.
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B4: Leadership
Running time: 13:45 - 14:45
Q. Learning will shine a light through an NHS merger on to six challenges for boards & senior managers - 1: Showing a compelling vision for both organisations; 2: Telling a powerful story about the future landscape; 3: Managing the reality of different Boards & organisational eco-systems; 4: Focusing on performance AND creating energy for transformation; 5: Inspiring followers despite risk & uncertainty; 6: Integrating people & work & influencing an emergent culture.
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C1: Delivering The Benefits Through Post Merger Integration
Running time: 15:15 - 16:15
At this session, Corven will share their substantial practical experience of driving post-merger benefits in large-scale organisations such as HM Revenue & Customs, Royal Bank of Scotland & BP. It will show how to prioritise the appropriate agendas & avoid the common trap of focusing on those merger activities that add little value. It will also highlight the importance of aligning & engaging all levels of the organisation to ensure ownership of the challenges & the desired results.
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C2: What If Everyone In Your Merger Behaved & Thought Like You?
Running time: 15:15 - 16:15
SFL will share their experiences of leading & delivering successful merger & integration programmes through the inspiration, alignment & engagement of people as part of a people-centric transformation programme. This interactive workshop will discuss the key components of delivering change in a complex & changing environment.
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C3: The Link Between Strategy & Organisational Design
Running time: 15:15 - 16:15
In any merger, it is critical that the organisation structure supports the underlying strategic rationale for the merger & enables the benefits to be realised. This session will explore the key issues to address to establish the right organisation, using practical examples drawn from Hewitt's experience in working in different merger situations.
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C4: Designing The Office Infrastructure: How Much & What Do You Need?
Running time: 15:15 - 16:15
During a merger or acquisition there can be a number of critical issues which can affect success or failure. How & where you run your operation; size of team; anonymity can be essential. It’s a dynamic period; all these factors can suddenly change, often unexpected. Flexible office space is a perfect solution; immediately adapting to your changing needs.
*Agenda, speakers & timetable subject to change or alteration.
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