Fortnightly Magazine - July 15 1995

Making it Work: The Goal is Greater Shareholder Value

While the intensity of management activity was very high throughout the merger planning process, it was generally well ordered, in large measure because our Corporate/ Utility Transition Team and 16 sub-teams formed an effective vehicle for managing the planning process.

The Transition Team was given less than one year from the July 27, 1994, merger announcement date to plan the implementation of the merger.

Byline: 
Stanley J. Bright
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Success is in the Details: Rationalize, Organize, and Plan

Any executive who has gone through a merger, however well planned and executed, knows that it is a challenging process. Two essential ingredients are required before merger discussions can proceed from the initial "what if" stage to agreement on all critical and strategic issues. These ingredients must be developed by the chief executive officers through face-to-face meetings and a combination of intuitive response as well as specific examination of strategic issues.

Byline: 
Russell E. Christiansen
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Incentive Ratemaking in Illinois: The Transition to Competitive Markets

For the past several decades, utility regulation at the state level dealt with secure local markets and truly captive customers. A regulatory compact flourished that offered reasonable prices to customers, while guaranteeing the monopolist the opportunity to earn a fair rate of return on prudently incurred investments.

Byline: 
Agustin J. Ros and Terry S. Harvill
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