In the October MidMarket Talk article, we dealt with Dealmakers Planning for a Successful Merger or Acquisition: Aligning the Rest of the Total Organization) and discussed letting all of staff know of the directions and focus of the new organization. Everyone needs to be clear on the reasons for the merger or acquisition. Additionally, as Carleton and Lineberry point out, staff needs to know “the direction of the new organization and the changes that are required for its success.
Dealmakers Planning for a Successful Merger or Acquisition: Aligning the Rest of the Total OrganizationBy Gary W. Craig, on Oct 25, 2018
Dealmakers Planning for a Successful Merger or Acquisition: The Challenge of Identifying and Retaining Key Talent Once the Deal is FinalBy Gary W. Craig, on Jul 27, 2018
Last month In MidMarket Talk, Dealmakers Planning for a Successful Integration: First Steps in Carrying Out the Integration by Aligning the Executive Group described essential steps in bringing together the Executive Group and getting them working together as a team. The executive team for the new organization needs to make some additional critical decisions on moving forward with the new organization.
Last month In MidMarket Talk, Dealmakers Planning for a Successful Integration: Performing Cultural Due Diligence (CDD) focused on providing better understanding the concept of Cultural Due Diligence (CDD). Now we can turn our attention to some of its nuts and bolts and how the process of CDD might look like as it plays out in the real world of mergers and acquisitions.
Last month In MidMarket Talk, What Dealmakers Need to Know: Cultural Due Diligence (CDD) made the case that CDD should be an integral part of making deals successful and sustainable. A quick review of the harsh reality is that most merger or acquisition deals fail. The reasons why are obvious.
At the Miami AM&AA Winter Conference, two of us presented the topic, Dealmakers: Heads in the Sand or Dealing Effectively with Culture Clash and other Human Capital Challenges. We shared some insights, experiences, and best practices on how to prevent critical deal value from being destroyed by cultural and organizational issues.
Cultural Due Diligence or CDD should be made part of every deal to help insure its long-term success. The numbers remain staggering insofar as upwards of 90% of deals fail due to cultural issues.