Ecobank Ghana: Change Management in an Acquisition
(8 pages of text)
Ecobank Ghana had branches in every region of Ghana and wanted to expand its client base to include more small and medium enterprises. At the end of 2011, Ecobank Transnational Incorporated, Ecobank Ghana’s parent company, acquired the Trust Bank Ghana Limited, a bank that primarily serviced small businesses, which it planned to merge with Ecobank Ghana through a share swap. Integrating the two banks would involve merging different organizational cultures and operational technologies. The employee appointed as the manager responsible for ensuring a seamless integration of the two banks needed a plan to integrate the staff, standardize the operational systems, and establish a converged culture. How should he prioritize the changes, and what challenges should he anticipate from the merger?
This case is intended for use in undergraduate- and graduate-level courses on mergers and acquisitions or organizational change. It provides students with the opportunity to reverse-engineer a planned acquisition to understand how a merger of two different organizations can be done successfully. After working through the case and assignment questions, students will be able to
- conduct a comparative analysis of organizations involved in a merger and acquisition, and perform a stakeholder analysis;
- differentiate between processes for asset rationalization (task integration) and employee acculturation (human integration), and evaluate how these processes interact to generate value and synergies in mergers and acquisitions; and
- examine the objectives of mergers and acquisitions, and determine which post-acquisition integration process would be most effective in a given merger and acquisition.
Finance and Insurance
Ghana, Large, 2014
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