Using Multi-Function Teams in Business Process Design and Development: A Case Study

Abstract

This paper presents the use of multifunction teams to design, develop and implement a merger and acquisition (M&A) process at a major Midwest utility company. Since the passage of the “wheeling” act in 1992, many states have passed laws that would free utility companies from regulatory requirements altogether. A predicted outcome of this deregulation process already being witnessed is the growing consolidation and shakeout in the utility industry. In order to position itself and gain competitive advantage in the new deregulated business environment, a major Midwest utility company charged a multifunction team to design, develop and implement a M&A process. Details of team structure, process, and the developed merger and acquisition process are discussed.