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2004年9月,欧洲著名手机生产商阿尔卡特公司与我国大型家电企业TCL公司高调宣布合资组建TA公司,然而,2005年5月17日,阿尔卡特便从合资公司撤出,这桩曾经轰动一时的跨国并购项目便宣告结束。毫无疑问,企业并购是为了追求1+1>2的规模效益。但是．根据AT卡尼咨询公司(AT Kearny)的报告,75％的并购案以失败而告终。据不完全统计．我国企业并购的成功率还不到10％。那么,造成并购成功率如此低的原因何在?据报道。从2004年底到2005年3月份,TA公司高层和一线经理中的原阿尔卡特公司员工相继离职。主要原因是在实际运作过程中,TA公司并未对公司的管理职责、组织文化、销售团队、员工激励机制等方面进行有效的整合。从而导致老问题没有及时解决,新问题层出不穷的尴尬局面。《CFO》杂志经调查认为:“人”所产生的问题是造成整合失败的重要原因。毕竟企业并购不是两家公司市场与财务的简单相加,由于彼此产业性质、文化背景、管理流程等的不同,必然对被并购公司产生巨大影响或适应上的冲击。由此伴随而来的难题是组织各方面的整合问题,其中人力资源便是其中重要的一环。
September 2004, Europe’s leading mobile phone maker Alcatel and China’s large home appliance company TCL announced a high-profile joint venture company TA, however, May 17, 2005, Alcatel will withdraw from the joint venture, this has been a sensation for a while Of the cross-border mergers and acquisitions project will be over. There is no doubt that corporate mergers and acquisitions is the pursuit of 1 + 1> 2 economies of scale. but. According to AT Kearny, 75% of acquisitions ended in failure. According to incomplete statistics. The success rate of M & A in China is less than 10%. So, what is the reason for the low success rate of mergers and acquisitions? It is reported. From the end of 2004 to March 2005, the former Alcatel executives in senior management and front-line managers of TA Company successively resigned. The main reason is that during the actual operation, TA Company did not effectively integrate the company’s management responsibilities, organizational culture, sales team and staff motivation mechanism. As a result, the old problems are not solved in time and the new problems emerge in an endless stream of embarrassing situations. According to a survey conducted by CFO Magazine, the problems caused by “people” are the important reasons for the failure of the integration. After all, mergers and acquisitions are not simple additions to the market and finance of the two companies. Due to the nature of their industries, their cultural background and their management processes, mergers and acquisitions are bound to have a huge impact or adaptation on the merged companies. The concomitant problem is the organization of all aspects of integration issues, including human resources is one of the important part.