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 distinctive, confirmed, and functional procedure 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 adventure, reaching Post-Merger luck is a down-to-earth consultant that offers stakeholders the instruments they should - Profile and examine company cultures - establish power or genuine tradition conflict obstacles to a merger or acquisition - ensure 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 info for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
Certainly senior HR executives, CFOs, and chief counsels are aware of this body of knowledge, as it is a frequent topic of discussion in their respective journals and professional societies. Soon the shareholders of a company that is party to a mismanaged and failed merger or acquisition won’t be willing to take their lumps silently. They can and will allege malfeasance on the part of the Board of Directors and executive team for overlooking the impact of cultural compatibility as part of the due diligence process.
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). The authors present and deﬁne ten characteristics of national culture that can be used for comparative analysis. These include: environment, time, action, communications, space, power, individualism, competitiveness, structure, and thinking.
The staff thought it was very clear: vehicle maintenance and parts inventory ﬁrst, customer service a distant second. Clearly, this was not the intent of the company, nor even of the people in ﬁnance who were responsible for the regulations, but intent will always be secondary to observable behavior in terms of employee perception. 28 Achieving Post-Merger Success Here are some other brief examples of well-intended but non-systemic actions: cost cutting done on a department-by-department basis, with little or no system thought or sensitivity; quality initiatives limited to one or two units; productivity pushes in parts of an operation; and single department process re-engineering initiatives.