Achieving Post–Merger Success: A Stakeholder′s Guide to Cultural Due Diligence, Assessment, and Integration - Softcover

Carleton, J. Robert; Lineberry, Claude

9780470626900: Achieving Post–Merger Success: A Stakeholder′s Guide to Cultural Due Diligence, Assessment, and Integration

Softcover

ISBN 10: 0470626909 ISBN 13: 9780470626900

Publisher: Jossey Bass, 2010

This specific ISBN edition is currently not available.

“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

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

"synopsis" may belong to another edition of this title.

Review

"An early focus on culture integration beginning with a solid cultural due diligence was a critical success factor in our successful integration with Compaq. This book provides helpful models and tools for getting it right”
––Anne Murray Allen, lead – culture integration, Hewlett Packard

“Time and time again, mergers fail because of the lack of the new rganization’s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a “How To” guide for assessing culture pre–merger and maximizing on it post–merger. This is a must read for anyone considering a merger, large or small.”
––Owen Garrick, MD, co–head – mergers and acquisitions, Novartis Pharmaceuticals

"This is an important contribution to an important field. The authors have provided lots of checklists and how–to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A′s that do not wind up on the trash heap of ill–founded dreams that do not come true."
––Dr. Stephen H. Rhinesmith, author, The Manager′s Guide To Globalization:; Six Keys For Success In A Changing World

"Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions."
––Geary A. Rummler, author, Improving Performance: How To Manage The White Space On The Organization Chart

"The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace."
––Dr. Christopher C. Ceczy, assistant professor of finance, The Wharton School

"This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues."
––Dr. Dale Brethower, professor emeritus, Western Michigan University

From the Back Cover

The "How–to" Guide for Assessing and Integrating Cultures that Will Create Successful Mergers and Acquisitions

"An early focus on culture integration, beginning with a solid cultural due diligence. was a critical success factor in our integration with Compaq. This book provides helpful models and tools for getting it right"
Anne Murray Allen, lead, culture integration, Hewlett Packard

"Time and time again, mergers fail because of the lack of the new organization s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a "how–to" guide for assessing culture pre–merger and maximizing on it post–merger. This is a must read for anyone considering a merger, large or small."
Owen Garrick, MD, co–head, mergers and acquisitions, Novartis Pharmaceuticals

"This is an important contribution to an important field. The authors have provided lots of checklists and how–to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A s that do not wind up on the trash heap of ill–founded dreams that do not come true."
Dr. Stephen H. Rhinesmith, author, The Manager′s Guide to Globalization: Six Keys to Success In a Changing World

"Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions."
Dr. Geary A. Rummler, author, Improving Performance: How to Manage the White Space on the Organization Chart

"The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace."
Dr. Christopher C. Geczy, assistant professor of finance, The Wharton School

"This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues."
Dr. Dale Brethower, professor emeritus, Western Michigan University

"About this title" may belong to another edition of this title.