This will create a learning exchange between the different divisions of the company -- Alcon should not merely be imposing its organizational structure and philosophy upon CIBA. For the next year the two companies should have such an exchange of ideas. This will also quell another problem with mergers -- the resentment of the smaller entity that the larger company destroys the atmosphere, ethos, and fellowship of the merged unit.
Solution 3: Mixing insider and outsider information
Change-resistance after a merger is inevitable, but is considerably more apt to occur if the new managers are perceived as 'outsiders' versus the 'insiders' of the formerly independent company. Alcon must solicit information from ordinary CIBA Vision workers as well as high-level staff and use their input in the structure and timing of new solutions. This creates a positive sense of togetherness between current CIBA employees and new Alcon managers, and prevents an 'us vs. them'...
CIBA employees should be involved in the process from the time the merger is announced and onward. Remember 'culture eats strategy' -- always be willing to readjust plans, if a clash of organizational cultures is on the horizon. "It does not matter how much planning has gone into implementation mechanics. The key is to align and motivate people from both organizations to make the marriage work" (Park 2009). This must be an ongoing process from day one of the announced merger.
References
Chavers, Gabrielle & Melissa Mota. (2010). Alcon and Novartis complete merger and form new
Alcon division to accelerate global leadership in eye care. Alcon.
Retrieved June 5, 2011 at http://www.alcon.com/en/docs/AlconTradeRelease.pdf
Park, Douglas Y. (2009). High tech mergers. DYP Advisors.
Retrieved June 5, 2011 at http://www.dypadvisors.com/2009/10/04/make-high-tech-mergers-work/
