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Case 2 - integrating British Petroleum and Amoco into a single organization
案例2 - 英国石油和阿莫科整合成一个单一的组织
. . . . It was a successful acquisition . . . because it achieved more synergies than had originally been forecast . . . . It achieved them faster than we had forecast . . . it went further and faster than we had promised the market and shareholders . . . (Nick Starrit).
….这是一次成功的收购….因为这实现了最初预测的更多的协同作用…这比我们预测的速度更快获得…这比我们承诺市场和股东们更远更快…(Nick Starrit)
BP-Amoco is one of the most successful cases of integration strategies (Angus Knowles-Cutler).
BP-阿莫科整合策略最成功的案例之一(Angus Knowles-Cutler)。
Pre-merger phase
合并前阶段
The success of integrating BP-Amoco lay in the preparation phase. An integration team -``pre-merger task force'' - was created in order to face the challenges of merging two large international groups (US and British). The integration team was lead by a senior line manager reporting to the chief executive officer. This leader would have good project management skills in order to plan and co-ordinate across all the various departments and divisions who were acting together. During the due-diligence period, the team assessed the possible synergies. They
focused on combining two head offices and merging two operating divisions (like computing systems, accounting, HR).
BP-阿莫科整合的成功奠定在准备阶段。整合团队 - ``合并前特遣部队“ - 创建以面对合并两个大型国际集团（美国和英国）的挑战。整合团队铅的高级行经理行政总裁汇报。这位领导人有良好的项目管理能力，以规划和统筹跨各部门，各部门一起行动。在尽职调查期间，该小组评估了可能的协同作用。他们重点结合两个总部和合并两个经营部门（如计算系统，会计，人力资源）。
Integration phase: post-merger phase (the marriage situation)
Integrating duplicated areas. During the interview, Nick Starrit borrowed the metaphor of a marriage in order to explain some of the activities:
Decision on the common assets - in a marriage the couple needs to decide about how to deal with duplication of houses, telephones, cars, washing machines, etc. . . .
Cost of each unit - again decisions need to be made regarding: How much do you spend on telephone bills? How much do I spend on telephone bills?
Benchmarking - How much other couples (companies) spend on telephone bills?
Vision/desired future situation -How much our telephone bill should cost in the future?
整合阶段：合并后的阶段（婚姻状况）
整合重复的领域。在采访过程中，Nick Starrit借来比喻婚姻，为了解释一些活动：
共同资产的决策 - 在婚姻中的夫妇需要决定如何处理房子重复建设，电话，汽车，洗衣机等。 。 。
每个单元的成本 – 对一些已经制定的事情需要重新决定：你花多少电话费？我花了多少电话费？
标杆管理 - 其他夫妇（公司）花多少电话费？
想象/期望未来状况-在未来，我们有多少电话费成本？
Establishing the management for the new company:
建立新公司的管理：
Like Noah, you have two of everything, but you usually only need one manager for each post. Which one are you going to choose? Or do you want a third candidate from outside? What are the specifications for the expanded job?
It was important to create opportunities for personnel in both companies. BP accounted for 60 per cent to Amoco's 40 per cent share of the merger. Out of the top 500 management appointments in the new BP-Amoco company:
It was very interesting that approximately 60 per cent came from heritage BP and approximately 40 per cent came from Amoco.
At the business unit level people coming from both companies are managing the new organisation:
So we effectively blended or feathered in Amoco and BP personnel at the business unit level, so it was not dominated exclusively by one company or other.
Integrating systems. It was necessary to uncover the best practices inside each organisation. For example, the BP
performance management process was considered the best practice in terms of generating strong performance. However, when it came to allocating capital, they adopted the Amoco model. HR integration was very complex and it generated strong emotions among employees:
集成系统。发现每个组织内部的最佳实践是必要的。例如，BP
绩效管理的过程被认为是产生强劲的性能方面的最佳实践。然而，当它来分配资金，他们通过的阿莫科模型。人力资源整合是非常复杂的，它在员工中产生了强烈的情感：
Introducing a new common job grading system and practical remuneration issues world wide was not particularly complex, in the intellectual sense, but it clearly had emotional connotations.
For many thousands of people their job grade was a big part of their former identity within their heritage company:
Changing their letter codes meant explaining the basis of evaluation.
Integrating all the benefit packages, training, recruitment activities etc. . . . all this becomes a huge effort for any HR department. They set up a mini task force and project teams with line and HR people to accomplish all the necessary changes.
整合所有的福利计划，培训，招聘等活动。 。 。这一切都变成了巨大的努力，任何HR部门。他们成立了一个小型的任务线和人力资源的人力和项目团队来完成所有必要的更改。
Building a new corporate culture for the future organisation. Several meetings with the top 500 managers were held in order to explain BP's operating philosophy. It also encouraged them to socialise and mix with their counterparts from the Amoco organisation. These activities encouraged breaking down the barriers between the two groups. During these meetings, the main focus was to reinforce the target synergies and future growth prospects, trying to avoid ``living in the past'':We are not a prisoner of our past . . .
为未来的组织的建立新的企业文化，。为了解释BP的经营理念，举行了几次500强经理会议。它还鼓励他们社交和来自阿莫科组织对应的人互动。这些活动鼓励打破两个两组之间的壁垒。在这些会议上，主要重点是加强目标的协同效应及未来增长前景，试图避免“活在过去”：我们不是过去的犯人…
They offered clear boundaries and guidelines about expected performance and the desired new values of the future company.
他们对预期的业绩和未来公司所需的新值提供了明确的界限和准则。
Monitoring the progress of implementing the integration strategies
监测实施一体化战略的进展
The integration team ``took the pulse'' of the organisation on a regular basis. It surveyed a sample of staff in the big locations on a monthly basis for the first 18 months to see how people felt as the merger process unfolded. This strategy http://www.ukassignment.org/dxassignment/ helped to inform the subsequent communication effort as well as providing top management with good data by which to monitor the attempts to influence ``the hearts and minds'' of the work force to assure themselves that the staff were completely committed to the new company.
整合团队定期的组织“诊脉”。调查样本的工作人员在第18个月按月看到人们如何认为合并过程中展开的大位置上。这种策略有助于告知随后的通信工作，以及高层管理人员提供良好的数据监视试图影响``攻心''的工作力，以确保自己的工作人员完全致力于新型公司。
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