Evaluation Report of Provimi and Cargill after Acquisition

The organizational alignment:

To be effective, the department structure must be aligned with the business strategy and the environment in which operates. At the moment, the Department faces with some challenges related to clarification of job responsibilities; shared understanding of the desired organizational competencies; making each individual acknowledged and carried out his role in tasks; creation of mechanisms for cross-departmental col-laboration; and creation of strong leadership team that would ensure the creation of structures that adequately develop employees and enforce responsibility and ac-countability for strategy alignment.

Culture and People practices

Theoretical framework:

Organizational culture, power relationships and politics will have a significant impact on how finance activities are implemented and how information is interpreted and used. For the purpose of this assignment I choose Five-C’s Framework (Figure 3) that suggests that performance is a function of successful cultural combination which, in turn, is determined by cultural due diligence, cross-cultural communication, connection, and control and constitutes a key driver of organizational alignment. (Rottig D, 2007)

NOAC concept (Denton 1990) implemented in the Company is based on the idea that each group within the company should treat the recipients of their output a customer and striving to provide high quality outputs for them. (Lings, et al 1998)

Findings:

Culture (due diligence, cross-cultural communications, connection)

1. There were no cultural due diligence and the new culture of acquired Provimi has become the culture of Cargill instead of a combination of the best aspects of both corporate cultures. During the integration, all th...

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