How MetLife balances effective organization design with the need for speed in postacquisition integration

Article Type: Abstracts From: Development and Learning in Organizations, Volume 24, Issue 6

Jasinski T.J.Global Business and Organizational Excellence, 2010, Volume 29 Issue 3, Start page: 6, No. of pages: 12

Demonstrates that good design and speed to integration can coexist –and, more important, are interdependent levers for achieving the near-term goals and the longer-term value of mergers and acquisitions (M&As). The author presents the Organization Effectiveness team’s operating model, MetLife’s organizational design framework and process, and its alignment with Human Resources’ approach to M&As. He then describes MetLife Bank’s rapid acquisition of two firms, and the two-stage organizational design that facilitated the transition. The initial structure preserved business effectiveness, while the combined leadership team clarified longer-term vision,strategy, and desired organizational capabilities, which led to a second organizational structure nine months later to achieve the efficiencies and benefits of scale and build the capabilities that create competitive advantage for MetLife Bank. ISSN: 1932-2054 Article type: Case study Reference: 39AP192

Keywords: Competitive advantage, Integration, Mergers and acquisitions, Metlife Bank, Organizational structure