MMI group

MMI’S MERGER: AUTHENTIC TRANSFORMATIONAL LEADERSHIP

INTRODUCTION •

Momentum

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Metropolitan

BACKGROUND OF THE MERGER  This merger was formed in 2010 by two South African’s insurer

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Provides the service in 12 nations ts products include asset management! employee bene"ts! life insurance! and managed healthcare administration

MERGER RATIONALE

#$MPA%S$& $' M$M(&T)M A&* M(T%$P$+TA&

UNBUNDLE OF SHARES

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M(T%$P$+T A&

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REDISTRIBUTION OF SHARES Char T!"#

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METROPOLITAN; 41% FIRSTRAND; 60%

M(T%$P$+TA&

MARKET COMPARSION PER AND POST MERGER

S(PA%AT$& $' (&TT(S

MERGER RESER$ATION •

&o e,ect on shareholder Price

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-ho was ta.ing over whom/

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*i,erent culture

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%euired eciencies

MERGER PROCESS •

-ilhelm van yl 3 4ision for Metropolitan •

Partnership! combinations! and non5standard aliations

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4an yl and 6ruger approached each other

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Merger tal.s were started

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7usiness Model 8 %estructuring of Portfolios

APPOINTING THE MMI GROUP CEO •

At e9ecutive level there was vagueness due to change process

 Trust! ntegrity! Purity of ntent 3 #onseuences of *i,erent scenarios

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 There could only be one #($

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*uring initial phase! van yl and 6ruger :ointly managed the change process (ventually! 6ruger became the #($

TRANSFORMATIONAL LEADERSHIP •

 implemented a structured communication process

 They made brief which provide answer to potential uestion

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 Transparency of the brief 

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IMPACT OF $ARIOUS INFLUENCERS DURING SPECIFIC STAGES OF THE MERGER PROCESS •

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+eadership communication and the management of organi