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Pbl Acquisition

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Submitted By marinad2012
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7-S – with acquisition info Issue | Cause of Issue | Suggested Resolution | StrategyMisalignment and different relative importance of key stakeholder goals and expectationsNo commonly understood strategy for the Hydrate business post acquisition | ABL is a listed company focus is on creating shareholder value and it intends to extend products in the food industry. However hydrate is likely to maintain its strong private background and focus on domestic non-alcoholic market, maintained by private ownership.ABLs key requirement was improved financial performance and use of Hydrate as a basis for expansion into the bottled water industry. | It should have been communicated to all levels of business through cascading communication. This would have ensured all ABL employee understood the future direction of the business and the changes that would be needed.An explanation to existing company employees is required to make sure they fully understand the strategy changes. | StructureDecentralized organization structure in ABL Vs relatively centralized structure in HydrateSystemStrict financial processes are seen by the existing Hydrate mgmt. as cumbersome and inflexibleMgmt and staff are not happy with the new performance management and reward policies that have been implemented and there is a real problem with motivation towards the achievement of goalsDifferent functional system would be applied.StyleStaff | ABL is the second largest company in non-alcoholic beverage industry. The size has required a decentralized structure in the organization. However, Hydrate water is a private owned company.ABL governance requirements have forced strict financial controls to be put in place.ABL employs rigorous financial and compliance reporting systems and is proud of its ability to complete end of month reports in half a day.TBL reporting has been adopted by Hydrate as wellABL

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