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PROPRIETARY & CONFIDENTIALPROPRIETARY & CONFIDENTIAL
Margaret Klein, Senior Director, Enterprise Proposal TeamAmanda Colwell Olson, Senior Proposal Analyst
01.16.2019
MERGER AHEAD: THE STORY OF HOW MULTIPLE PROPOSALS TEAM BECAME ONE
PROPRIETARY & CONFIDENTIAL 2
Mergers and Acquisitions are Everywhere
Becoming Change Healthcare
Key Merger Integrations • People• Tools & Processes• Data & Reporting
Lessons Learned
Discussion
Agenda
Margaret KleinSenior Director, Enterprise
Proposal Team
Amanda OlsonSenior Proposal
Analyst
PROPRIETARY & CONFIDENTIAL 3
Four Companies from One Cubicle
PROPRIETARY & CONFIDENTIAL 4
Mergers and Acquisitions are Everywhere
SOURCES
https://bit.ly/2lr6AB5https://bit.ly/2JpSGfU
PROPRIETARY & CONFIDENTIAL 5
Employees involved in the merger• McKesson: 10,000• Change Healthcare Holdings: 5,000
Today, new company: 14,000+ people offering 100+ solutions/services
Becoming Change Healthcare
PROPRIETARY & CONFIDENTIAL 6
Key Merger Integrations
Data & Reporting
People
Tools & Processes
PROPRIETARY & CONFIDENTIAL 7
Feelings of anxiety and frustration that can come with changeNeed to operate and feel like ONE efficient teamNeed to be recognized as a valued team in the new company
Integrating People: Challenges
PROPRIETARY & CONFIDENTIAL 8
Got to know each other as people• “Speed team-dating,” regular calls, and in-
person meetings
Restructured teamEngaged team in creating “new normal”• Formed ad hoc committees to evaluate yours,
mine, and ours
Identified team members who understood the new vision and could facilitate changeElevated personnel during succession plan development
Integrating People: Strategies
PROPRIETARY & CONFIDENTIAL 9
Reset expectations Reorganized team to support new sales structureDeveloped mission statement
Integrating People: Results
PROPRIETARY & CONFIDENTIAL 10
New brand
Various proposal process/procedures being followed across the team • Different stakeholder experiences• Different expectations
Team members on different technology platforms and systems
Integrating Tools/Processes: Challenges
New Normal
Different processes
New brand
Multiple systems
& platforms
PROPRIETARY & CONFIDENTIAL 11
Created short-term escalation processes for conflicts that arose due to growing pains
Established ad hoc teams to look at every aspect of what we do• Comprised of at least 1 person from each
legacy company
• Assessed current procedures/processes and industry best practices
• Presented findings and recommendations to team
• Developed detailed playbook
Integrating Tools/Processes: Strategies
PROPRIETARY & CONFIDENTIAL 12
Developed plans to train and roll out each item
Held trainings (“roadshows”) with leadership and stakeholder teams to build awareness, engagement, and support
Integrating Tools/Processes: Strategies (cont.)
PROPRIETARY & CONFIDENTIAL 13
Figured out best ways to share data despite separate systemsUnified content management systems• Evaluated options • Leveraged standardized naming
conventions for familiar feel• Communicated set SLAs
Maintained SME contact sheet to keep track of SMEs
Integrating Tools/Processes: Strategies (cont.)
Standard folder names
customized as needed based
on product
PROPRIETARY & CONFIDENTIAL 14
Team members/SMEs understand proposal process and procedures Team uses one content management system and easily navigates folders (familiar feel)Proposal content reflects new company • Within first few months, nearly 5,500 Q&A pairs
rebranded and 1,000+ Q&A pairs added to database for RFx's (company and product info)
Team can access shared documents
Team can navigate organization
Integrating Tools/Processes: Results
PROPRIETARY & CONFIDENTIAL 15
Five instances of Salesforce and another Customer Relationship Management (CRM) tool, Pivotal • Proposals/RFx's only integrated with some • Processes and levels of detail were different• Values were different (e.g., for Opportunity
Stage)Dependencies on other actions being taken first (alignment of values, etc.) meant we had to wait until Year 2 for some actions
Integrating Data/Reporting: Challenges
PROPRIETARY & CONFIDENTIAL 16
Evaluate what applications and data you have • Review data sets
Unify data• Compare and analyze• Determine what data is useful to
mergeDevelop plan to combine data• Worked with CRM and data teams• Aligned with bigger picture around
data alignment
Integrating Data/Reporting: Strategies • Planned for parallel processes for
RFPs/proposals created in all instances
• Worked with stakeholders to prioritize inclusion of RFP data in the data warehouse; and to build database
Identify resources for standardization and unificationCreate a communication plan to inform stakeholdersTrain stakeholders and their staff
PROPRIETARY & CONFIDENTIAL 17
Developed daily, weekly, and monthly automated reportsIntroduced quarterly and annual analysis
Integrating Data/Reporting: Results
PROPRIETARY & CONFIDENTIAL 18
Sample Daily Snapshot
PROPRIETARY & CONFIDENTIAL 19
Sample: Monthly Rollup Report
PROPRIETARY & CONFIDENTIAL 20
Sample: Trend Analysis Report
6 5 7 3 6 27 5 2
3 6 1 7
15
10 6 9
1
18 14
612
16
1014 9 12
15
12 15
10
16
20
2016 17 8
7
5144
31
59
64
69
66
86
71
28
1
2
1
1
1
2
1
0
20
40
60
80
100
120
140
FY2018 Q1 FY2018 Q2 FY2018 Q3 FY2018 Q4 FY2019 Q1 FY2019 Q2 FY2019 Q3 FY2019 Q4 FY2020 Q1 FY2020 Q2
RFQ Response
RFP Response
RFI Response
Proactive Proposal
Other
Follow-Up
PROPRIETARY & CONFIDENTIAL 21
Sample: Response by Level of Effort Report
28 5 6
15 4 5 5
26
31
22
45
40 3239
51
40
21
15
4
5
9
1922
17
26
18
10
0
10
20
30
40
50
60
70
80
90
FY2018 Q1 FY2018 Q2 FY2018 Q3 FY2018 Q4 FY2019 Q1 FY2019 Q2 FY2019 Q3 FY2019 Q4 FY2020 Q1 FY2020 Q2
3 – Complex
2 – Average
1 – Simple
PROPRIETARY & CONFIDENTIAL 22
Mitigated the anxiety and frustration that can come with changeOperate and feel like ONE efficient team• Completed and using playbook• Delivered >400 RFP and other responses• Met all objectives and key results
Recognized as a valued team in the new company• “Night and day”• Other department adopted database• Roadshow
Were We Successful?
PROPRIETARY & CONFIDENTIAL 23
Another team has joined the department, requiring another mini-mergerWe continue to re-evaluate tools and storage platformsData collection and use continues to evolve
Work Continues
We created additional fields to manage an enterprise-wide bid/no bid process that supports increasing win rates with a decreasing cost to winWe engaged developers to create dashboards for granular and user-specific reporting
PROPRIETARY & CONFIDENTIAL 24
• Let go of “us” and “them”
• Focus on face time and collaboration
• Recognize that change is difficulto Then be the leaders in
embracing the opportunity
• Failure is OK
Lessons Learned
• Act early and decisively • Anticipate and plan for
challenges • Leverage resources• Build a shared and
effective content management strategy
• Communicate early and often
• Failure is OK
• Build relationships and champions
• Know the value of your data projects for the whole organization
• Make it easy for others to help you
• Failure is OK
25PROPRIETARY & CONFIDENTIAL