Expanding The Network Of The Recent Merger Essay

Baylor Scott & White Health, formerly Baylor Healthcare Systems and Scott & White Health, respectively, merged in October 2013 to become one of the largest healthcare systems in the United States. With a new-shared vision, mission, and values statement, this paper examines the strengths, weaknesses, opportunities and threats present in light of this new merger. A carefully considered execution plan is imperative to ensure continuity of exemplary healthcare and a seamless merger of two similar cultures. As stated by Joel Allison, CEO of Baylor Scott & White, “of mergers that fail, probably seventy five percent fail because of culture.” The execution plan presented in the following pages will help this new entity avoid the risk of losing the trust of their patients and the communities they serve, while creating a new culture acceptable by all that provide and receive the healthcare services of Baylor Scott & White Health.

As the two largest producers in the commercial aircraft industry, Boeing and Airbus have been in a long rivalry for over two decades. Because of its huge research and development cost and a volatile market demand situation, the large commercial aircraft industry has only a few viable producers that can successfully operate in this industry. At the end of 1996, there were three competitors in the industry – Airbus, Boeing, and McDonnell Douglas (MDC). When Boeing announced in December 1996 the merger between Boeing and McDonnell Douglas, the dispute has again started between Boeing and Airbus. The merger was expected to go under

As most projects are required to meet deadlines with resource restrains, managing the scope creep through careful planning and control is an essential ability to every project manager. There are a number of causes for scope creep in projects, and these will be addressed in the next chapters as well as a few solutions to prevent further damage to the project.

A good project scope points clearly to the expected end results and deliverables of the project. At the planning stage of the overall IT Merger Project, the project planning team had a common overall vision of “get $210 million in annual saving by consolidating the IT structure”. The PCNet project was a sub-project that shared this common overall vision. This overall vision was then systematically drilled down into detailed tasks and sub-projects with schedule carefully deliberated with the dependency of the projects and resources utilized being taken into considerations. A Gantt chart showing the schedule and dependency of task was then created (as shown in Exhibit 2 in the case). The PCNet project team adopted similar approach for project planning (as shown in Exhibit 4 in the

Approve more funds to hire more resources, unclear how many will be needed to gain this amount of time from the duration.

This is confirmed by Horn (2012:406) that ‘when you consider that only about a quarter of projects complete on time and budget’. Early contingencies planning for the effects of scope creep should be interlaid within the RiBS to manage any financial allowance for such eventuality and to communicate the changes across the project and organisation.

The purpose of this research is to review the impact of mergers and acquisitions on credit unions as it applies to the principles of money and banking. Specifically we will review the impact of the merger between E & A Credit Union and First Community Federal Credit Union. Mergers and acquisitions are very common in today’s financial environment. According to the Glenn Christensen (2015), there has been an increase in approved mergers again this year, June 2015 over June 2014. Not only are there more and more mergers, the size of the merger is growing as well (Christensen, 2015). As we look at the history of financial institutions over the years, mergers and acquisitions are very common. Mergers and acquisitions have had a significant impact in the decline of the number of banks since 1985 (Mishkin, 2016). Over the past few decades, thousands of banks merged (Wilcox & Dopico, 2011). Credit unions have seen significant numbers in terms of mergers and acquisitions spanning over many years. In 1969 there were 23,866 credit unions with assets totaling $16 billion (Wilcox & Dopico, 2011). This number dropped dramatically by 2010 to only 7,491 credit unions (Wilcox & Dopico, 2011). The assets grew to $927 billion equaling 7.6% of bank assets in comparison to the only 3% held during 1969 (Wilcox & Dopico, 2011). Although there was a 70% reduction in the number of credit unions, credit unions grew in their share of the market..

Because Agile is flexible and subject to change, the method is prone to scope creep also known as feature creep. Scope creep happens when additional features are constantly added to the project requirements. This can lead to the project becoming so large and complex that it cannot be completed with the talent, time, or budget that the project has been allocated. Even if completed, the additional features may not provide significant value, add complexity, and may hamper the end user’s ability to effectively use the system.

The article Scope Management in Agile Versus Traditional Software Development Methods (Israr Ur Rehman, et al, October 2010, NSEC ’10: Proceeding for the 2010 National Software Engineering Conference) discusses the importance of scope management, it’s role and impact on a project, and how it alone can lead projects toward failure. “A well-defined and well managed scope is very important for a qualitative, cost effective and timely completion of the project (page 1). The replacement of traditional software development (Waterfall) by agile software development methods is very apparent in cost, resources and time for the work.

* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control

The merger between American Airlines and U.S. Airways is one that can be explained using static game theory models. The two players in the game would be American Airlines and U.S. Airways. Each one of the players would have something to gain from the merger, but they would also have something to lose. In this game American Airlines is our first player. American Airlines’ potential payoff is merging with a company that is maximizing profits, but is also lacking in the customer service department. U.S. Airways is player two, and in this game they are merging with a business that is suffering from chapter 11 bankruptcy, but is excelling in customer service.

When there is a significant change being made such as a merger of several organizations there tends to be quite a bit of resistance to the new changes. Even though some decisions are hurtful to some, it is a collaborative decision made by everyone involved. The change initiative stage will define how the stages of change are implemented for the merger and the evaluation of the plan for the merger. When these are made and agreed upon, then for growth and success to occur the newly joined organization will need to provide ideas on sustainability.

Uncontrolled scope changes are known as scope creep, which mostly occurs during project execution, which often result in rework, cost overrun and failure to deliver projects on time (Jordan, 2010).

American Airlines Group Inc. (AA) is the largest airline in the world. They seek to be an effectiveness organization that have better customer service, effective staff, and successful. In the following, the five stages of Organization Development process will use to implement the organizational development change process for the new “American Airlines Group Inc.”:

Without mergers, many famous and great organizations would not be successful and will not have the top position that they have today. At both the organization and individual levels, mergers can create winners or losers, one culture took the place of another culture. Merger is considered to be a difficult and challenging event. A past organizational event that I had experienced and will examine through the structural, human resource, political and symbolic frames, was the merging between two Internet Service Provider Companies in Jerusalem, these companies are Mada Corp and Planet Corp. A new joint organization called Hadara Technologies was created after Mada and Palnet entities combined together. Hadara was founded after the merging event in 2005 as part of Paltel Telecommunication Group, today it is considered as the leading Internet Service Provider in Palestine, with the biggest Internet Capacity and number of clients. Hadara played a main and important role in building the Internet Services in the Palestinian Territories (Hadara Technologies, 2005). The mission of Hadara is to continue shaping the future of technology, is to hire employees who strive to gain trust of the company’s subscribers and the members of the society they serve. I was a manager for the web development department in the new company, I realized that joining forces and experiences with another entity can create innovation and success in manufacturing, distribution, design and research and