Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration“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: A Stakeholder's Guide to Cultural Due ... J. Robert Carleton,Claude Lineberry No preview available - 2004 |
Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due ... J. Robert Carleton,Claude Lineberry No preview available - 2004 |
Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due ... J. Robert Carleton,Claude Lineberry No preview available - 2004 |
Common terms and phrases
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