“Magee is a USA-Germany expert. How can he help us with the other countries we operate in?
The immediate challenge to integration is not country culture. But instead corporate culture: How the work is done. Country culture is about the deeper-lying thinking behind how-the-work-is-done. John Magee helps to first integrate how-the-work-is-done. That support, if done properly, necessarily helps colleagues understand the thinking behind their work.
Secondly, Magee’s work in the USA-Germany space has always been about how-the-work-is-done. He helps Americans and Germans to collaborate. His clients are international in nature, with USA and Germany as major cultures.
There are very few authentic experts on more than one country culture. Magee’s expertise is based on 25+ years in Germany: Experience, analysis, methodology, application.
If his clients were to focus on country culture, when integrating an acquisition, they would need to bring in experts on all of those countries in which they already operate. That kind of scope would be unworkable, unaffordable, unnecessary.
“What’s the ROI if we engage Magee?”
“Large global companies engage Magee. But, we’re a mid-sized company.”
John Magee serves both large and mid-sized global companies. Regardless of their size they have in common: Operating globally; facing the same complex challenges of cross-border collaboration.
Well-run large global companies are in reality a conglomeration of well-run mid-sized companies. A conglomeration as a result of either acquistions or organic growth. In most cases it is an on-going process combining both.
Magee’s clients within large global companies are small- to mid-sized companies: 30 logistics experts working cross-Atlantic to support global customers; 50 HR professionals serving customers primarily in Frankfurt and New York; 100+ engineers and IT-specialists working on Internet-of-Things solutions for aviation; 500+ chemists producing superabsorbents for major, global B2C companies; 1,000+ engineers designing gas turbines within a major player in the energy sector; 2,500+ people developing, manufacturing, marketing compressors for the oil & gas industry.
John Magee is a specialist: He only works on limited and clearly scoped projects. He focuses on core success factors, working closely with key people. The success factors are dependent on cross-border collaboration. Regardless of size of customer, industry sector, organizational level. The challenges of cross-border collaboration are the same.
“All of us are hands-on. We can handle post-merger integration without outside support?”
And maybe you can. A few questions, however: Have you ever integrated a company from another country? What was your approach? To what degree is that approach based on experience and expertise?
How did that integration go? If internal resources executed the integration, what was its internal ROI? Has the performance of the acquired company met the expectations of the business case? If the integration was suboptimal, how so?
Have the internal resources improved their approach in order to do it better with the next acqusition? Even if internal resources can integrate acqusitions effectively, is it the optimal use of those resources, especially of senior-level management?
Can the learning curve of the internal resources be put to work if Magee is engaged to support? The key question is 4 of Magee’s Four Questions: What is your organization doing to ensure successful cross-border collaboration?
What are Magee’s deliverables?
ROI – To ensure that cross-collaboration succeeds. In the areas of the key success factors. As defined by the client. In their business case for the acquisition. So that the investment provides the returns promised. As stated in that business case.
Collaboration – Colleagues define and agree on, how they will collaborate, in the areas of the key success factors, as defined by the client, in their business case for the acquisition.
Accept. Enjoy. – Colleagues are familiar with each other as people. Enjoy collaborating. Are happy about the acquisition. And “watch each other’s backs.”
Stated in the language of colleagues: “We know what we have to do well together in order to succeed. We know who does what, with whom, how and why. We are aware that we have different approaches. But that is good, enriching, actually a strength. We have found common ground, are aligned, in agreement. And, we know how to anticipate, discuss and solve potential disconnects. Most importantly, our customers benefit. Even more, they even ask how we collaborate so well as a global organization.”
Which areas does Magee focus on?
See the Four Questions. The client engages Magee in order to clarify Question 3, and to answer Question 4.
What exactly will Magee do for us?
John Magee will make sure that cross-border collaboration works, in the areas of the key success factors, as defined by the client, in their business case for the acquisition. In simple street-jargon:
“Magee will understand quickly the things we have to do well. Those things based dependent on cross-border collaboration. He will help our people to discuss, understand and define that collaboration. By talking to our people, then preparing and executing customized workshops.
Who will Magee meet with?
John Magee meets with key people, at all relevant international locations, who are instrumental, to each of the respective key success factors. If, for example, a key success factor is:
Forming cross-border project teams, in order to create integrated solutions, for a global client, Magee meets with project leads and subject-area experts, to align them with the client’s approach, to working as a global project team.
Harmonizing a critical engineering process, Magee guides internal process leads, to an optimal combination, of the respective processes.
Coordinating client-interactions with important global customers, Magee helps key account colleagues, to map out their approaches, so as to avoid uncoordinated, contradictory, confusing interactions.
Maintaining information flow, among specific individuals and teams, Magee brings them together, in order to define specifically, who communicates with whom, about what, why and in what form.