Case Study: HR Side of Northrop Grumman’s Acquisition Process
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Using the case study: The HR Side of Northrop Grumman's Acquisition Process By Eileen Hogan, Ph.D.
1. What is the most important lesson(s) that NGC thinks it has learned about evaluating and integrating acquisitions well from an HR perspective?
2. How successful is NGC, really, at managing MAs? How do you measure success?
3. NGC has moved to the use of a "virtual data room," which means that MA team members no longer have to meet physically. Explain the pros and cons of this innovation. Should NGC continue in this vein?
4. What recommendations would you make to NGC's HR manager to make to improve the integration of employees of newly acquired organizations into the NGC culture?
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Solution Summary
Key issues in the case study The HR Side of Northrop Grumman's Acquisition Process are identified, explained, and evaluated in a structured manner in this response. The related reference is also provided.
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1. The key lesson for NGC is that the culture of the company is very important (1). If that is ignored, the merger may not be successful and NGC may not be able to achieve its goals. Cultural integration is very important in MAs. This is a difficult process. The managers of NGC have to understand how work gets done in the acquired company. This means understanding the factors that must be preserved because they are of importance to NGC. At the same time, NGC needs to assess how it can benefit culturally from its target. NGC needs to use a systematic approach to diagnosing the culture of the acquired company. After that NGC must set cultural priorities such that the value of the acquisition is maximized, and NGC can manage meaningful differences in building a high-performance organization. In the case of large acquisitions, the differences between the NSG and the target are likely to be relatively low, especially if the acquired company was dealing with the government. In contrast, the cultural differences between NGC and small acquisitions are likely to be large and lead to a culture clash (2). Cultural integration is even more difficult because the culture of NGC is not static but changes because of the influence of acquired companies.
2. NGC is successful at managing mergers and acquisitions. According to the case, study success is when the acquired business is integrated into the NGC culture. ...
Education
- BSc , University of Calcutta
- MBA, Eastern Institute for Integrated Learning in Management
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