By J. Robert Carleton, Claude S. Lineberry
"The failure fee of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton during this much-needed source, which outlines their precise, confirmed, and functional technique for expanding the luck of mergers and acquisitions. Written for all people with a vested curiosity within the luck of the deal board of administrators, executives, managers, staff, and shareholders and in keeping with years of study and real-world event, attaining Post-Merger good fortune is a down-to-earth advisor that provides stakeholders the instruments they should - Profile and determine company cultures - determine power or genuine tradition conflict boundaries to a merger or acquisition - verify what to do to prevent, reduce, and get to the bottom of tradition conflict - Plan for effective and potent post-merger cultural integration of the 2 companies.
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Extra resources for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
People from cultures in which people feel a sense of control over their environment, typically Western cultures, will have a higher tolerance for risk than will people from cultures in which people feel constrained by their environment, typically Asian subcontinent and African cultures. Factoring national differences in culture into the cultural due diligence process is probably best accomplished by assessing the national cultures on the same characteristics. A very useful model is presented in the book Doing Business Internationally (Medina-Walker, Walker, & Schmitz, 2002).
It is real business, as demonstrated by Kotter and Heskett (1992) in their long-term study of largest ten to eleven high-performing companies in each of twenty-two industries over a seventeen-year time period. The study included Mergers, Acquisitions, and Organizational Culture 19 companies such as Hewlett-Packard, Xerox, Nissan, and First Chicago and a quantitative study of the relationship between culture and performance in more than two hundred companies. They reported that those companies that actively managed their cultures to be adaptive and ﬂexible outperformed companies with strong but rigid cultures by an impressive margin, as shown below.
Low Staff Motivation and Morale • In most mergers and acquisitions, the rumor mill accurately runs months ahead of any formal corporate communication about a merger or acquisition. Meetings of executives between the two companies, visits by consultants, and requests for documentation are all evidence that something is going to happen. As staff hear the rumors and business news reports, speculation runs rampant in both companies. Absent any formal communication on the merger or acquisition about what will happen, why, when, and how, survey after survey indicates widespread anxiety, loss of motivation, and decreased morale—all with serious negative impact on performance and service levels.
Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration by J. Robert Carleton, Claude S. Lineberry