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 precise, confirmed, and sensible technique for expanding the good fortune 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 analysis and real-world event, attaining Post-Merger good fortune is a down-to-earth advisor that provides stakeholders the instruments they should - Profile and investigate company cultures - determine strength or genuine tradition conflict limitations to a merger or acquisition - ascertain what to do to prevent, reduce, and unravel tradition conflict - Plan for effective and potent post-merger cultural integration of the 2 companies.
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Additional info for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
The Wall Street Journal (May 3, 1994) reported: ‘Siemens scientists were shocked to ﬁnd Toshiba colleagues closing their eyes and seeming to sleep during meetings (a common practice for overworked Japanese managers when talk does not concern them). The Japanese, who normally work in big groups, found it painful to sit in small, individual ofﬁces and speak English; some now withdraw when they can into all-Japanese groups. The Americans complain that the Germans plan too much and that the Japanese—who like to review ideas constantly—won’t make decisions.
No matter what the scope and focus of the intended culture change, it is wise to keep in mind the caution offered by O’Toole (1985): anthropology indicates that culture changes in one of two basic ways, revolution or evolution, and attempts at revolutionary culture change always fail; it is the shared experience and common history of a group over time that changes the culture. CULTURE AND PERFORMANCE—THE HARD DATA The impact of corporate culture on organizational performance and ﬁnancial results is very real.
The ﬁrst of these was the development of another row, focused on external factors of the organizational system. 3 presents these external factors. 3. Addition to the Organizational System Model: External Focus CONDITIONS EXTERNAL FACTORS PROCESS OUTPUTS Marketplace Investment Positioning • World economy • Strategic alliances • Partnerships • Mergers and acquisitions • New product development • Privatization • IPOs • Market share/ dominance • Economies of scale/scope • Reduced vulnerability • Increased revenue • Globalization • New markets • Geopolitical climate • Regulation • Competitors • Technology • Location • Business cycle This new row represents the areas of the organization’s perception of and direct response to the external environment in which it operates.