Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
John Wiley & Sons, Jul 16, 2004 - Business & Economics - 240 pages
“The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary,” say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal—board of directors, executives, managers, employees, and shareholders—and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to
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Achieving Post-Merger Success acquiring activity Alignment and Integration All-Managers Appendix areas behavior beneﬁts British Airways business plan Chapter company’s Compaq competition Copyright corporate culture cultural assessment Cultural Due Diligence cultural integration culture change culture clash customer service decision deﬁned deﬁnition difﬁculty effective employees executive team external factors Feedback Report Feedback—Based Figure ﬁnancial ﬁnd ﬁrms ﬁrst Focus and Function focus groups focused impact implementation Imprint of Wiley improvement inﬂuence Integration Plan issues Issues-Based John Wiley leadership levels measures merger or acquisition mergers and acquisitions mission Necessary as Necessary needs ofﬁce organization’s organizational culture Organizational Scan Organizational System Scan overall percent performance permission of Pfeiffer Planning Sessions potential problems proﬁtability Reproduced by permission Sample senior management Sesslon Sesslons signiﬁcant signiﬁcantly speciﬁc staff stakeholders strategy System Scan Model target company Tiger Teams vision Wiley & Sons