Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
J. Robert Carleton, Claude Lineberry
ISBN: 978-0-7879-6490-0
Hardcover 240 pages
April 2004, Pfeiffer
Available also as used from http://www.amazon.com
Description
Claude S. Lineberry and J. Robert Carleton analyse why the failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary. This resource book also includes proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of mergers—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 practical and sinsible guide that gives stakeholders the tools they need to
* Profile and assess corporate cultures
* Identify potential or actual culture clash barriers to a merger or acquisition
* Determine what to do to avoid, minimize, and resolve culture clash
* Plan for efficient and effective post-merger cultural integration of the two organizations
Review
The main point the authors try to make is that typically in merger and acquisition situations corporate culture of the parties involved is not studied as methodically as legal, fiscal issues and other hardware issues.
Their Cultural Due Diligence Model aims to add an invaluable element to the process by focusing proactively on corporate culture at the planning, implementation and post merger stages of the merger. They also show the post-merger Cultural Integration and Alignment process detailing what to do after the merger is announced. Though it may seem like a typical `consultant' tool at first glance, the Organizational System Scan Model can be a handy tool if it is utilized at the planning stages of M&A.
Designed to be a hands-on resource, Achieving Post-Merger Success and the accompanying CD-ROM have many operational-level tools, checklists, case studies, worksheets, and samples which can be useful tools for organizations to minimize culture clash and integration problems. Some more examples like the British Airways example would have aided the reader see the reality in actual M&A situations. The authors also assume that the tools provided are valid universally irrespective of national culture. This delinking corporate culture from national culture can be very misleading and potentially dangerous. In reality many of the tools e.g., staff involvement day, where one gives feedback and advice to own boss and the CEO would cause confusion and distress in many cultures. In many cultures people simply answer politely and 360 degree feedbacks would give a false sense of security. In spite of these shortcomings, this is a valuable book for people planning and overseeing corporate mergers.
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