Third, Sysco gave local management freedom to choose which management style they would use. This is really decentralized planning. This makes the local manager feel a part of the decision-making process, but at the same time allows them ownership for their own management style. By clarifying exactly what is expected, by allowing the employee a voice in determining expectations, and by basing rewards on the achievement of those expectations, organizations create a powerful motivational system for their employees. As long as Sysco continues with its current policy of selling any manufacturing parts of acquired companies, carefully chooses its acquisitions, maintains its decentralized managerial planning and operating system, Sysco could continue to avoid many of the problems that have plagued other companies.
Careful planning is always good management.
By including the management of acquired companies, Sysco is, in effect, telling them they are important to the overall organization. This motivates management to excel. It also seems like Sysco has identified a successful way to plan for the acquisitions, selling those parts that are not profitable. If Sysco continues doing what it is doing, it should continue to be successful. I don't think Sysco is passing over any opportunities by selling manufacturing units.