Competing Values Framework Model for Merger Proposal of
Competing Values
Framework Model for Merger
Proposal of Utah
Opera and
Symphony
Meera Abraham
Competing Value Framework
https://www.google.com/search?q=competing+values+framework
Utah Opera Culture
Adhocracy Culture- tailored business model to adapt to change in the economic and financial situation. They are flexible to change size and fund- raising projects. Authority and decision making is Anne Ewers who report to the Board of
Trustees.
Utah Symphony Culture
Hierarchy Culture – maintain stability and control. Well defined structure for authority and decision making i.e. the chairman and the music director Mr. Lockhart. Unionized musicians. Organizational structure in terms of power and decision making Opera
Symphony
Scott Parker
(Chairman of Board of
Trustees)
Bill Bailey
(Chairman of Board of
Trustees)
CEO
Lockhart
Director)
(Music
Anne Ewers
(General Director)
Factors of new company culture Three stages for successful merger:
Awareness
Respect
Reconciliation
(Trompenaars & Prud’Homme, 2004)
Strategic Goals for the first year after merger
Integrate the business process of Opera and Symphony
Reduce overall expense to increase profit
Retain artistic talented employees
Maintain audience base for each entity
Identify and pursue opportunities.
Audience Strategy
Identify who is Anne Ewer audience
Primary audience- i.e. the key influencers are Mr. Lockhart and Mr. Peterson for Symphony.
Mr. Bailey and Mr. Livsey for Opera
Secondary audience- members of each entity.
Communication is vital to convince the primary and secondary audience (Munter, M, 2005)
Audience Strategy
Determine the biases for each entity
Negative biases
Symphony
Lockhart unhappy to lose control and work under Ms. Ewers.
Musicians feel the merger is mainly to renegotiate their contract.
Utah
They feel their identity will be lost when merged with world class organization. Difference in scale and action for each entity
Their financial will be used to
Framework Model for Merger
Proposal of Utah
Opera and
Symphony
Meera Abraham
Competing Value Framework
https://www.google.com/search?q=competing+values+framework
Utah Opera Culture
Adhocracy Culture- tailored business model to adapt to change in the economic and financial situation. They are flexible to change size and fund- raising projects. Authority and decision making is Anne Ewers who report to the Board of
Trustees.
Utah Symphony Culture
Hierarchy Culture – maintain stability and control. Well defined structure for authority and decision making i.e. the chairman and the music director Mr. Lockhart. Unionized musicians. Organizational structure in terms of power and decision making Opera
Symphony
Scott Parker
(Chairman of Board of
Trustees)
Bill Bailey
(Chairman of Board of
Trustees)
CEO
Lockhart
Director)
(Music
Anne Ewers
(General Director)
Factors of new company culture Three stages for successful merger:
Awareness
Respect
Reconciliation
(Trompenaars & Prud’Homme, 2004)
Strategic Goals for the first year after merger
Integrate the business process of Opera and Symphony
Reduce overall expense to increase profit
Retain artistic talented employees
Maintain audience base for each entity
Identify and pursue opportunities.
Audience Strategy
Identify who is Anne Ewer audience
Primary audience- i.e. the key influencers are Mr. Lockhart and Mr. Peterson for Symphony.
Mr. Bailey and Mr. Livsey for Opera
Secondary audience- members of each entity.
Communication is vital to convince the primary and secondary audience (Munter, M, 2005)
Audience Strategy
Determine the biases for each entity
Negative biases
Symphony
Lockhart unhappy to lose control and work under Ms. Ewers.
Musicians feel the merger is mainly to renegotiate their contract.
Utah
They feel their identity will be lost when merged with world class organization. Difference in scale and action for each entity
Their financial will be used to