By J. Robert Carleton, Claude S. Lineberry
"The failure cost 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 designated, confirmed, and functional technique for expanding the good fortune of mergers and acquisitions. Written for all people with a vested curiosity within the good fortune of the deal board of administrators, executives, managers, staff, and shareholders and in accordance with years of study and real-world adventure, reaching Post-Merger luck is a down-to-earth consultant that provides stakeholders the instruments they should - Profile and examine company cultures - establish capability or real tradition conflict obstacles to a merger or acquisition - make certain 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 enterprises.
Read or Download Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration PDF
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Extra resources for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
Unfortunately, we tend to lack cultural sensitivity as individuals and organizations and expect our culture to prevail wherever we go. ” Organizations are systems—often quite complex systems—and a merger or acquisition involves merging or consolidating these systems into a new and effective one. A basic system is a set of two or more elements or components that satisﬁes the following three conditions: 1. The behavior of each element of a system has an effect on the behavior of the whole system.
This is especially true in the case of key staff, who should be helped to see clearly the new vision and strategy and the opportunities it represents for them in the new company. Brand Confusion—Loss of Brand Focus • Often in mergers and acquisitions, one of the brands goes away. In the case of the merger of Bank of America and Nations Bank, even though Nations was the acquiring company, the corporate brand became Bank of America because of its global brand recognition. When First Union and Wachovia merged, the decision was to operate through 2003 under both brand names, and then take on the strong Wachovia brand, even though First Union was the larger of the two organizations.
Our intent in developing the model was to assure that no potentially relevant data were overlooked, so we included everything that COULD have a bearing. This model forms a checklist of sorts so that a particular area for inquiry must be consciously excluded, rather than inadvertently overlooked. 4. 4. Organizational System Scan Model CONDITIONS EXTERNAL FACTORS ORGANIZATION PEOPLE WORK PROCESS OUTPUTS Marketplace Investment Positioning • • • • • • Strategic alliances • Partnerships • Mergers and acquisitions • New product • Market share/ dominance • Economies of scale/scope • Reduced • Location • Business cycle development • Privatization • IPOs vulnerability • Increased revenue • Globalization • New markets Direction Systems Results • • • • • • • • • • • • • • • World economy Geopolitical climate Regulation Competitors Technology Business situation Mission/vision Strategy Structure Goals Planning Policy/procedure Support Information systems Budgeting Monitoring Success measures Proﬁtability Competitive position Stakeholder satisfaction Values and Beliefs Leadership/Management Productivity • • • • Ideal values Actual values Climate Objectives and demands • Expectations • Politics • • • • • • • • • • • Resources Methods Products/Services • • • • • • • • • • • Product/service delivery • Customer satisfaction • Quality • Quantity • Service levels Workload Schedules/cycles Tools/equipment Data/information Physical environment Practices/behaviors Selection/development Reward/recognition Skill/knowledge Motivation/feedback Work processes Resource allocation Process monitoring In-process correction SOPs Performance levels Morale Empowerment Loyalty/commitment Business awareness Continuous improvement Achieving Post-Merger Success.