By J. Robert Carleton, Claude S. Lineberry

"The failure expense 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 distinctive, confirmed, and functional method for expanding the luck of mergers and acquisitions. Written for all people with a vested curiosity within the good fortune of the deal board of administrators, executives, managers, staff, and shareholders and in accordance with years of analysis and real-world event, reaching Post-Merger good fortune is a down-to-earth consultant that offers stakeholders the instruments they should - Profile and check company cultures - determine power or real tradition conflict obstacles to a merger or acquisition - make sure what to do to prevent, reduce, and unravel tradition conflict - Plan for effective and powerful post-merger cultural integration of the 2 organisations.

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It is a clear example of a way that “how we do things around here” can be erroneously derived from procedural requirements and observation of one manager’s behavior. At the public utility company (where actions in the Collections Department impacted what was happening in the Customer Service Department), the general reaction toward the mutually negative impact of actions taken in isolation was wry amusement on the part of management and the feeling that each department had done its part. This company clearly had a functionally driven culture, which emanated from executive and senior management.

One of the more glaring missteps taken was the manner in which the “official” culture was developed. ” The company then proceeded to develop the corporate culture document in a series of secret meetings, strictly following the chain of command. ” In this case, the manner of developing the culture document was in direct contradiction to the values the document espoused. 32 Achieving Post-Merger Success Consequently, the culture document was not taken seriously when it was announced to the organization.

NATIONAL VERSUS ORGANIZATIONAL CULTURE Increasingly, mergers and acquisitions are done internationally, attempting to bring together two or more companies representing different national cultures, for example, Chrysler and Mercedes-Benz, Volkswagen and Rolls-Royce, British Petroleum and AMOCO, Groupe Schneider and Square D. Even without a merger, as companies globalize, they have operations in countries other than the company’s home country. In any case, multiple national cultures introduce an additional complexity that must be considered when analyzing corporate cultures.

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