The CEE Generics Pharmaceutical Sector: Ways to Minimise Cultural Heritage Barriers to Mergers and Acquisitions
Mergers and acquisitions (M&As), which became extremely common in the branded industry in the 1990s, have recently seen a parallel development in the generics medicines industry. However, generics M&As are more susceptible to impact from cultural barriers. These may become apparent post merger, but can also dramatically affect the success of the negotiations. The reasons for this are discussed and several proposals are made for risk reduction through recognising the importance of the culture differences in play and taking adequate measures to reduce their impact.
Making mergers and acquisitions work: What we know and don't know – Part II
This is Part II of a two-part paper that summarises what is known and not known about making mergers and acquisitions (M&A) work, and identifies best practices where appropriate. In Part I, which appeared in Volume 3 Number 2 of this Journal, the case for change was laid out. It was established that most M&A do not turn out to be successful. The experience of GE Capital and Cisco Systems, two companies that have successful track records was discussed. A systems approach was described, and a model for success was proposed in Figure 1. This model appears as Figure 1 of Part II for reference. This part discusses culture fit, structuring the integration team, leadership selection and integration issues. Taken together, the two parts of this paper outline the critical elements of a systems approach to making M&A work. Professional change agents and managers responsible for making mergers or acquisitions work will find that this paper will identify key levers for them to focus on as they go about the real work of making it happen.
Computer Simulation Modeling
Computer simulation as a research methodology is presented as the intersection of modeling, simulation, and computer analysis. Five component parts of simulation models are identified: input variables, output variables, assumptions, algorithms, and parameters. Computer simulation (CSM) has two primary uses for those interested in the study of organizations or who work within them: theory development and policy planning. The advantages and disadvantages of CSM for each of these purposes are examined and recent examples for each are explored.