2.4C Scheepers, C. B., & Sita, D. (2016). Allergan SA Contextual Leadership Sustaining Culture During Mergers (9B16C044). Western Univers
Morne scheepers feb 2016
Culture
Siper tribe
Time Lines
People
Top manager resigns
Social Capital Relationships with doctors erg
Disinvestment from South Africa
Industry Background
April 1977
Specialty medical stuff- Autstetic
40 countries - own subsidiaries
Country manager
Valeant?
Activas Vs Allergen
Activas Los 1.6Bil
Alergen Profit 1.5Bil
Activas and the merger
398 Bil mergers in July 2015
Activas started as Watson pharma
Opreated in Americas Europe and asia
Novemer 2014 Activas signed definite deal
Activas became allergan
Revenues will leap frog due to generic over teva
Teva buys Allergen for 40.5 Bil (Generic drug bus)l
Low MArgin Drug Bus ( Economies of Scale)
Man, Mergers
Super Tribe
HR Mauretinai Gerze
Ray Immelman
Steven Covey
7 habits
Best Company to Work For
Valiant Attempted Take over 2014 - 46-54Bil
Allergan then buys Activas (white knight)
Operation Endurance
Will Steenkamp keep Top job
Do Conflict management
Best of Both
Contectual leadership Intelegence - needs to apopt characteristcs need to adapt
10500 allergen vs 21600 on Avtivas
MAEO and Noriah
Value Driven Leader
No Holiday low trust
Post Aquisitions integration interventions
Pro Active Steps
Consultants Surveys and workshops with both company employees
News Letters and comunications
Open and transparent HR Practices with retrenchments
Disruptions
No Control on Person Level
Uncertainty about future
Relationship changes
Low Morale and stess - low productivity-commitment - job satisfaction
Client and customer groups
Open and clear communication
Challenges ahead more mergers