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One of the things that we did well up front was create an integration team to manage all the various workstreams. The big buckets here are the merging of accounting and financial reporting; the merging of the donor and grants management databases; and then the merging of our policies. Accounting was integrated within the last few weeks.

Every place has its own acronyms and language, and so we are developing new terminology to ensure that we speak the same language. Q: What have been some of the biggest obstacles you and the senior level management have faced with this change and how have you dealt with them? BC: There are two to highlight. The first one was our accounting and financial reporting systems. The program teams started to work together before the accounting and financial reporting systems were integrated.

What that meant was that in order to have good financial reports to drive our decision-making, we had to combine a lot of data in Excel; we had to do it manually.

Monopoly-Creating Bank Consolidation? The Merger of Fleet and BankBoston

That was time-consuming. The second one was related to creating culture as quickly as possible. How do we transfer loyalty from two separate organizations to one?

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By nature, everyone feels attached to what they know. The staff retreat and the One Vision, One Voice piece were both quite intentional to help foster loyalty for the combined organization. For a recent one, Brigitta Nyawira from our Kenya field office put up a big image on our video screen of Elizabeth Wainaina, a farmer, in front of her farm see Elizabeth's photo at top of this page.

She had a big smile on her face, she looked healthy and happy and strong. Brigitta explained how Elizabeth had prospered after receiving a digital-based loan that we helped to develop.

A dramatic quest

Just seeing her picture and hearing her story let all of us feel connected to our mission. We also implemented an internal learning agenda that is part of One Vision, One Voice. We came up with six topics that we want everyone in the organization to learn about so that we all understand our work in the same way. By the end of the year, everybody will have had an opportunity participate in conversations across the spectrum of our work. Q: Culture is such an important factor in any merger and is one of the things that teams often struggle with when merging operations.

Tell us a little more about creating culture in your new organization. I think our culture is developing now in a number of ways. By working together on new projects. By implementing the learning agenda and creating opportunities for people to discuss our strategies.

The Merger - Wikipedia

By instituting the Mission Moments, and staff retreats. BC: Because the work of the two organizations was so much alike, for the most part our donors are positive. The institutional donors have appreciated the value that can come from having stronger, more interconnected programs inside the same organization.

And of course, if we do that well, we should create cost efficiencies and have a lower indirect cost rate over time. For our individual donors, a key statistic to watch is the donor retention rate. Development of the American Economy. Economic Fluctuations and Growth. International Finance and Macroeconomics.

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Pascal Favre. Marquard Christen.

Sanford and Son - The Merger (full episode)

Jordan Ellison and Paul Walter. Slaughter and May. Editors Jonathan Davey and Amy Gatenby. Addleshaw Goddard LLP. It is our pleasure to introduce the seventh edition of The Government Procurement Review. Our geographic coverage this year remains impressive, covering 17 jurisdictions, including the European Union, and the continued political and economic significance of government procurement remains clear.

Editor Aidan Synnott. In the reports from around the world collected in this volume, we continue to see a good deal of international overlap among the issues and industries attracting government enforcement attention. Indeed, there are several examples of cross-border engagement in the chapters that follow, including discussions of parallel investigations in multiple jurisdictions. We continue to see the evolution and refinement of approaches to competition law enforcement in several jurisdictions.

Editor Jan Putnis.

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Banking regulation continues to confound the idea that views about how banks should be regulated will eventually settle down to an orthodoxy broadly accepted throughout the world. This edition covers 37 countries and territories in addition to our usual chapters on international initiatives and the European Union. There must be a feeling among many of the authors that banking regulation is a subject that will never settle down; that it will never return to being the rather duller subject that it was before it became a political issue more than 10 years ago.

Editor Sarah Ellson. Welcome to the second edition of The Healthcare Law Review. The Review provides an introduction to healthcare economies and their legal frameworks in 17 jurisdictions, with new contributions from Japan, Korea and Finland. These new chapters, together with updates to the jurisdictions previously covered in the first edition, only serve to emphasise that this is a constantly changing environment.

While hugely diverse, it is possible to discern common challenges and similar approaches in very different countries. Editor David J Goldschmidt. This publication introduces the reader to the main stock exchanges around the globe and their related initial public offering IPO regulatory environments, and provides insight into the legal and procedural IPO landscapes in 18 different jurisdictions. Each chapter gives a general overview of the IPO process in the region, addresses regulatory and exchange requirements, and presents key offering considerations.

Whether the reader is a company executive or a private practitioner, we hope that this edition will prove useful in navigating the complex world of product liability and alerting you to important developments that may affect your business.

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Editor Ilene Knable Gotts. Private competition litigation can be an important complement to public enforcement in the achievement of compliance with the competition laws. For example, antitrust litigation has been a key component of the antitrust regime for decades in the United States. Private antitrust litigation is largely a work in progress in many parts of the world. Change occurs slowly in some jurisdictions, but clearly the direction is favourable to the recognition that private antitrust enforcement has a role to play.