Achieving Post-Merger Success: A Stakeholder's Guide to by J. Robert Carleton, Claude S. Lineberry

By J. Robert Carleton, Claude S. Lineberry

"The failure expense 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 distinct, confirmed, and useful method 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 according to years of study and real-world adventure, reaching Post-Merger good fortune is a down-to-earth advisor that offers stakeholders the instruments they should - Profile and examine company cultures - determine power or genuine tradition conflict boundaries to a merger or acquisition - ensure what to do to prevent, reduce, and unravel tradition conflict - Plan for effective and powerful post-merger cultural integration of the 2 businesses.

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Sample text

The worker has an impact on people and systems around him or her beyond the task or job. These in turn impact the worker. No matter how you may try to organize things, you cannot get away from this phenomenon and make the worker independent of the system, nor the system independent of the worker. The Organization as a System 25 WINNING THE BATTLE WHILE LOSING THE WAR Relationships between one area of the organizational system and another and their impact on other areas are often overlooked in a well-intentioned effort to maximize performance while treating the system’s component areas in isolation.

Ten of the twelve speakers made it very clear that, while organizational culture was undoubtedly an area that was important to M&A success, they didn’t feel it was possible to do much about it. At a Conference Board seminar in New York in 2001, the majority of speakers said that culture was critical, but that it was impossible to deal with it in an effective and predictable manner. The collective wisdom seems to be that the cultural impact on a merger or acquisition and the inevitable culture clash issues that arise just have to be lived through!

Obviously, the more talented, technically competent, and experienced are the most in demand in the marketplace, and they find little difficulty in obtaining a new job—often with the competition and at significantly higher compensation. This can represent a serious “brain drain” in areas of technical expertise, with replacement being costly and time-consuming. The Mergers, Acquisitions, and Organizational Culture 11 antidote to this problem is disclosure—as early and as full as possible—about the architecture of the merger or acquisition and the reasons behind it.

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