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 distinctive, confirmed, and functional method for expanding the luck 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 analysis and real-world event, attaining Post-Merger good fortune is a down-to-earth consultant that offers stakeholders the instruments they should - Profile and verify company cultures - determine power or genuine tradition conflict limitations to a merger or acquisition - be sure 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 firms.
Read or Download Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration PDF
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Additional resources for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
The ﬁrst box on the left, Marketplace, is intended to cover the Conditions that the External Factors place on the organization. Any and all of the listed elements can have a direct bearing on the strategic direction of the organization in response to marketplace characteristics, for example, the world economy, the business cycle, or actions of competitors, among many possibilities. The box under Process, labeled Investment, represents the organization’s response to the Marketplace conditions (External Factors) that were identiﬁed in the ﬁrst box.
GETTING THE BALANCE RIGHT The Organizational Alignment Model shows the organization in the context of an increasingly turbulent External Environment and then guides analysis of three interdependent drivers of organizational results: • Strategy • Culture • Infrastructure It also shows the organization’s Stakeholders as the evaluators of Organizational Result. The Stakeholder community includes those with a vested interest in the organization’s success, for example, a parent company, customers, investors, shareholders, staff and management, suppliers, the local community, and so on.
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.