咨询管理战略组织项目麦肯锡工具评估 VIE-6510-01031-10-04.pdf

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1、- 0 -VIE-6510-01031-10-04LINDALegal Independence Assessment Checklist and guide to corporate hive-offs Roland Berger & PartnersVienna, May 1998Roland Berger & Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Dsseldorf Frankfurt

2、HamburgHelsinki Hong Kong Kiev Kuala Lumpur Lisbon London Madrid Milan Moscow Munich New York ParisPrague Riga Rome So Paulo Shanghai Stockholm Stuttgart Tokyo Vienna Zurich- 1 -VIE-6510-01031-10-04Hiving off parts of a company is an important step in the strategic reorientation of companiesFocusing

3、 on the core business 1998 by Roland Berger & Partners, Vienna- 2 -VIE-6510-01031-10-04Taking into consideration all relevant spin-off aspects enables a clear recommendation for the choice of participation and management modelIdeal profile of management modelsQuestionnaire1. Strategic andeconomic im

4、portance2. Optimizationpossibilities3. Operative criteria4. Possible obstaclesComparison oftarget/actual profilesIdeal profile of participation modelSuggestions for specific casesParticipation modelManagement ModelAssessment 1998 by Roland Berger & Partners, Vienna- 3 -VIE-6510-01031-10-04Overview o

5、f participation modelsParent company retains 100 %Creation of a company within a companyParent companyDivision to be spun offMBO 10 %Managers become entrepreneursParent companyDivision to be spun offMBOca. 75 %MBO 10 %Managers learn entrepreneurial thinkingParent companyDivision to be spun offMBOca.

6、 5 %External 50 %Passing on the strategic management - reducing share to blocking minority100 % saleTraditional outsourcingComplementary sourcingProcurement of the service from an outside sourceParent com-panyDivision to be spun offEx-ter-nalParent com-panyDivision to be spun offEx-ter-nalExternalDi

7、vision to be spun off 1998 by Roland Berger & Partners, Vienna- 4 -VIE-6510-01031-10-04Overview of possible management models further considerations concentrate on models based on legal independenceForms of spin-offDescrip-tionTarget figure Models considered by LINDA Fulfill budget Balance result Op

8、timize service quality Fulfillment of defined tasks No tangible output Hardly any costs which can be influenced at short notice Performance of marketable services Obligation to perform services for parent company Third-party transaction possible to balance resultCostallocationCostcenterServicecenter

9、ProfitcenterDependentServicesLtd.FreeassociatedcompanyManagementtaken over byexternalorganizationInternal organizational bundlingLegal independence Minimize costs Performance of internal services which are generally not marketable Tangible output Mainly costs which can be influenced Balance result O

10、ptimize service quality Performance of internal services which in principle are marketable Tangible output Focus on service quality Optimize result Performance of marketable services for internal and external customers Achievement of transfer profits or results Business responsibility Optimize resul

11、t Performance of marketable services In principle free choice of customer-supplier relationship Optimize result Independent, external service provider Only and purely contractual link Optimize result Optimize service quality Performance of marketable services which are strategically important for bo

12、th partners Obligation to perform services for both partners Use of synergiesStrategicalliance 1998 by Roland Berger & Partners, Vienna- 5 -VIE-6510-01031-10-04Based on the targets, risks and underlying conditions, LINDA allows a clear decision on what approach should be adoptedParticipationmodelMan

13、agementmodelParentcompanyretains 100%MBO 10 %External 50 %100 % saleto externalComple-mentarysourcingExampleDependent Services Ltd.Free associatedcompanyTakeover of management by external organizationStrategic alliance 1998 by Roland Berger & Partners, ViennaExternal partner buys more than 50 %,mana

14、ged as Free associated company- 6 -VIE-6510-01031-10-04A structured approach ensures the comprehensive assessment of a selected company partIdentify hive-off areaCollectinformationHave modelscalculatedCheck forplausibilityTake intoconsiderationmodel-specificaspectsPlan and carryoutimplementationSupp

15、ort by LINDA:Stipulation of assessment criteriaCalculation of the most suitable participation and management modelDeviations between the observed case and the proposed modelsBasic rules for the transformation process and the subsequent cooperation 1998 by Roland Berger & Partners, Vienna- 7 -VIE-651

16、0-01031-10-04All important aspects are to be covered by the assessment of 59 criteriaStrat./economicimportanceOptimizationpossibilitiesOperative criteriaPossibleobstaclesEconomic importance for parent companyServiceMarket/customerCostsPersonnelMarketingTechnical separabilityAdministrative separabili

17、tyTransparency/controllabilityManagementResistance in the companyExisting obligationsCultureMiscellaneousStrategic fit to parent companyHive-offaspects asseen by theparent companyCriteriaAnalysis fields 1998 by Roland Berger & Partners, Vienna- 8 -VIE-6510-01031-10-04Capacity enlargement: Will it be

18、 possible to reduce capacity restrictions by a hive-off?Customers orientation: Does a better customers orientation seem to be possible through a hive-off?Chambers/profession representations: Will the entrance to chambers and/or profession representations be made possible/easier ba a hive-off?Know-ho

19、w: Will it be possible by the hive to use know-how sources off that have been inaccessible until then?Flexibility: Is an increase in flexibility to be expected (e. g. through changed legal conditions, smaller influence of the staff representation etc.)?CriterionPossible effectfromtoSynergies: Can th

20、e productivity and/or the range of services be increased by the cooperation with a suitable partner?An increase in performance by the cooperation with an external partner is not possibleThe service can be increased strongly by the cooperation with a suitable partnerCompetition: Can it be expected th

21、at the performance of the employees climbs by (stronger) competition?An increase in performance by stronger competition is to be excludedThe higher competition will lead directly to an increase in performanceThe flexibility of the service provision will decreaseThe hive-off causes directly an increa

22、se of flexibility of the service provisionNo increase of know-how possibleThe cooperation with a suitable partner leads urgently to an increase of know-howCustomer orientation will not changeA capacity enlargement can only be realized by a hive-offA capacity enlargement is not desired and/or not pos

23、sibleOnly hive-off can guarantee an urgently nece-ssary improvement in customers orientationSuch support is necessary and only attainable by a hive-offOptimization possibilities (1)Check-list for the assessment 1998 by Roland Berger & Partners, ViennaThe support of these committees will be reduced b

24、y a hive-off- 9 -VIE-6510-01031-10-04Participation model MBO 10 %MBO75 %DescriptionArguments for choosing this modelRemarksParent companyDivision to be spun offParticipation of the management on a larger scale, right through to complete withdrawal of the parent company No proximity to core competenc

25、e Withdrawal of the parent company - at the same time retaining an informal control Maintaining/developing a division which is not strategically important Targeted personnel development Managers become entrepreneurs Possible preparation of a manager for further tasks Informal link to the parent comp

26、any can mostly be retained 1998 by Roland Berger & Partners, ViennaExample- 10 -VIE-6510-01031-10-04Dependent Services Ltd.DescriptionTarget figuresControl by parent companyThe focus is on the provision of the service to the parent company. Although the service of the division under scrutiny does no

27、t represent any core competence, it is highly significant for the success of the company.Qualitative:Rendering of the planned/agreed serviceRendering of the additional servicesQuantitative:Observance of the cost objectivesObservance of defined service criteriaClearly define responsibility in parent

28、companyDefine measuring criteria for the service (see above) and regularly monitor itOrganize an advisory council/supervisory board as a watchdog; recipients of services must be represented there 1998 by Roland Berger & Partners, ViennaExample- 11 -VIE-6510-01031-10-04In a spin-off process both perm

29、anent and temporary influences have to be taken into accountOrganizational structure of the new companyOrganizational processes of the new companyResponsibilities for spin-off processes in the parent companyProject management, incl. milestonesOrganizational and technical separation of the divisionIn

30、terfacesPossible resistance crisis managementCultural aspectsOptional reincorporation (if necessary and possible)Qualities, quantities and deadlines for rendering the servicesClear measuring criteria and processesTransfer of risksConsequences if the service is not rendered or only partly renderedClear cost rates and terms of paymentAccess to resourcesReview of the cooperation rules after a fixed deadlineSpin-off process(temporary)Rules for the subsequent cooperation(permanent) 1998 by Roland Berger & Partners, Vienna