The transformation of Hoechst into Aventis

Résumé du document

The company 'Hoechst', was a chemical and pharmaceutical company founded in 1863. Hoechst and Rhône-Poulenc decide to create a subsidiary company, 'Aventis The Fusion' in 1999. How Dormann used evolution to achieve this ? What relations did Dormann develop within the company? What were the risks? How to achieve permanent change without loosing the corporate identity of the company?

Extraits

[...] The organization: new structure. HRM and Change regarding this transformation GET THE RIGHT PEOPLE: Set up of the dream team INSURE THE PRESENCE OF AGENTS OF CHANGE: Allocation of dream team members to deliver change COMMUNICATE ON THE NEED TO CHANGE: Speech MANAGE THE ENVIRONMENT: Political aspects Implementing strategy Set up the right change strategy Refocus the company Monitor change Changing the way people work New organisational structure Create synergies Choosing the right men Jürgen Dormann The first criterion : trust How did Dormann choose his men ? [...]

[...] WHEN THE FIRM IS NOT PERFORMING ALL THE TIME WHEN IT IS CRITICAL CHANGING HOW? COMMUNICATION AGENTS OF CHANGE CONSENSUS MILSTONES + MONITORING CONTROLLING Personal management Vs HRM Personal management is within the departments Personal management: at the begining, to implement things. (dream team) HRM: departments for each business division. Two ways flows of informations and influences In a centralized structure: 2 ways flows between internal & external Internal flows: hierarchy and feedbacks Transparency : « put up tents, no palace with thick walls » Getting the right information, at the right time. [...]

[...] How can you make an organization permeable to change? What were your contact with RH directors when making strategic decisions for the firm? Are the decisions made sustainable in the future: prospects Departure of Dormann: has the organization put too much power in the hands of Dormann in the past? Challenge: find someone who will be able to replace Dormann, legitimate and credible. charismatic personality might jeopardize future top management Be open to new forms of partnerships: small biotechnology firms are more innovative than big pharmaceutical companies. [...]

[...] What are the key elements the firm should retain in order to conserve its specificities while at the same time be innovative and ahead of other firms? Logo%20Aventis Main areas of debate How can you recruit efficient managers? Does the end justify the mean? What qualities would you look for in the next Aventis CEO? Are all changes possible? Logo%20Aventis WHOSE JOB? WHO DESIGNS STRATEGY? WHO TELLS PEOPLE? WHO FORMS PEOPLE? [...]

[...] Localy rooted managers / emphasize international skills Incentives to managers, use networks Next CEO? Someone from the pharmaceutics Neither french nor german Forseeing skills Openminded or personal vision? Has a vision, such as Dormann (what would have happened without him Are all changes possible? How do you justify change? Need of money and time Identify where you wanna go, then chose the tools (organization, way people work etc ) Organization is just one way to change People : much more important (behavious, power relationships) WHOSE JOB? [...]