Ciba Vision and Implementing Solutions Research Paper

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Alcon should analyze CIBA's approach to research and send its managers into CIBA's various high-performing departments as observers, to create a list of the operational functions that CIBA does well. This will create a learning exchange between the different divisions of the company -- Alcon should not merely be imposing its organizational structure and philosophy upon CIBA. For the next year the two companies should have such an exchange of ideas. This will also quell another problem with mergers -- the resentment of the smaller entity that the larger company destroys the atmosphere, ethos, and fellowship of the merged unit.

Solution 3: Mixing insider and outsider information

Change-resistance after a merger is inevitable, but is considerably more apt to occur if the new managers are perceived as 'outsiders' versus the 'insiders' of the formerly independent company.

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Alcon must solicit information from ordinary CIBA Vision workers as well as high-level staff and use their input in the structure and timing of new solutions. This creates a positive sense of togetherness between current CIBA employees and new Alcon managers, and prevents an 'us vs. them' dynamic from being generated. CIBA employees should be involved in the process from the time the merger is announced and onward. Remember 'culture eats strategy' -- always be willing to readjust plans, if a clash of organizational cultures is on the horizon. "It does not matter how much planning has gone into implementation mechanics. The key is to align and motivate people from both organizations to make the marriage work" (Park 2009). This must be an ongoing process from day one of the announced merger......

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