Achieving post-merger success: a stakeholder's guide to cultural due diligence, assessment, and integration
Cultural Due Diligence offers a proven, and practical process to increase the success of mergers and acquisitions. This unique reasearch-based model and process explains how to profile and assess corporate cultures, identify potential or actual culture clash barriers to the merger or acquisition, an...
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
San Francisco
Pfeiffer
2004
|
| Schlagworte: | |
| Online-Zugang: | Table of contents Publisher description Inhaltsverzeichnis |
| Zusammenfassung: | Cultural Due Diligence offers a proven, and practical process to increase the success of mergers and acquisitions. This unique reasearch-based model and process explains how to profile and assess corporate cultures, identify potential or actual culture clash barriers to the merger or acquisition, and determine what to do to avoid, minimize and/or resolve culture clash. The authors show how to increase the probability of a merger, acquisition or strategic alliance before, after, or during the process by focusing proactively on organizational culture in addition to traditional fiscal and legal due diligence. They also explain how to identify and deal effectively with culture clash problems in advance, or at least in their infancy. |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XVIII, 213 S. 1 CD-ROM (12 cm) |
| ISBN: | 0787964905 |
Internformat
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| 500 | |a Includes bibliographical references and index | ||
| 520 | 3 | |a Cultural Due Diligence offers a proven, and practical process to increase the success of mergers and acquisitions. This unique reasearch-based model and process explains how to profile and assess corporate cultures, identify potential or actual culture clash barriers to the merger or acquisition, and determine what to do to avoid, minimize and/or resolve culture clash. The authors show how to increase the probability of a merger, acquisition or strategic alliance before, after, or during the process by focusing proactively on organizational culture in addition to traditional fiscal and legal due diligence. They also explain how to identify and deal effectively with culture clash problems in advance, or at least in their infancy. | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Figures, Exhibits, and Worksheets xi
Contents of the CD ROM xiii
Acknowledgments xv
Preface xvii
Introduction 1
part one Mergers, Acquisitions, and Organizational Effectiveness 5
1 Mergers, Acquisitions, and Organizational Culture 7
The M A Report Card 8
M A Failure Costs 9
Why Mergers and Acquisitions Really Fail 13
Organizational Culture and Culture Clash 15
A Case Study in Managing Culture—British Airways 16
The Prevailing Wisdom Is Wrong 16
Culture as the Culprit 17
Defining Organizational Culture 18
Culture and Performance—The Hard Data 19
National Versus Organizational Culture 20
vii
2 The Organization as a System 23
System Awareness 24
The Individual as a Performance System 25
Winning the Battle While Losing the War 26
Cross Functional Teamwork 29
Management and the System 29
Synthesis Before Analysis 30
Culture Is Not a System Component 31
3 Organizational System Alignment 35
A Systemic Approach 36
Getting the Balance Right 37
An Organizational System Model 37
Checking the Vital Signs 46
PART TWO Cultural Due Diligence and Assessment 49
4 Overview of Cultural Due Diligence 51
Cultural Due Diligence 53
The Case for Cultural Due Diligence 54
Off the Shelf vs. Customized Cultural Assessment 56
Characteristics of a Customized CDD Model 59
CDD Deliverables 60
Due Diligence and Legal Restrictions 60
Pre Letter of Intent/Acceptance Activities 61
Assessing Degree of Difficulty of Cultural Integration 65
Getting It Right—The Hewlett Packard/Compaq Merger 65
5 Performing Cultural Due Diligence 69
The CDD Process 69
Cultural Assessment 76
Drafting the Cultural Alignment and Integration Plan 81
ViM Contents
PART THREE Cultural Alignment and Integration 83
6 Aligning and Integrating the Executive Group 89
Planning Cultural Alignment and Integration 89
Aligning the Organization 91
Discussing Results and Recommendations with CEO 91
Aligning and Integrating the Executive Group 94
Issues Based Team Building for the New Executive Team 96
7 Aligning the Management Group 99
Gaining Clarity on Organizational Direction 100
Values and Practices 101
Gaining Agreement on Values and Practices 102
Communicating the Session Results 103
Tiger Teams 104
Feedback Based Management Planning Sessions 105
Developmental Streams 107
Individual Action Plans 109
Follow Up Sessions 109
8 Aligning the Total Organization 111
Design and Activities for All Staff Sessions 111
The Case for Change 113
Work Process Re Engineering Sessions 115
9 Cultural Integration Success Measures 117
Financial Success Measures 117
Cultural Integration Success Measures 118
10 Summary and Conclusion 121
Contents JX
APPENDICES 123
Appendix A: The British Airways Transformation:
A Systemic Approach 125
Appendix B: Organizational Alignment Model: A Reading 133
Appendix C: Organizational System Scan Model:
An Overview 143
Appendix D: Organizational Scan: Sample Probes 149
Appendix E: Sample Values and Practices 151
Appendix F: Sample Manager 360 Degree Feedback Report:
For A. Manager in XYZ Corporation 155
Appendix G: Sample Manager s Action Planning Guide 159
Appendix H: Staff Involvement Day:
Sample Agenda and Materials 185
Glossary 193
References 199
Index 203
About the Authors 209
How to Use the CD ROM 211
X Contents
List of Figures, Exhibits,
and Worksheets
Figure 1.1 Cultural Due Diligence, Assessment,
and Integration Flowchart 3
Figure 1.1 Typical Post Merger Performance 14
Figure 3.1 Organizational Alignment Model 36
Figure 3.2 Organizational System Model: Organizational
Focus 38
Figure 3.3 Addition to the Organizational System Model:
External Focus 39
Figure 3.4 Organizational System Scan Model 40
Figure 3.5 Organizational Factors: Work Level 42
Figure 3.6 Organizational Factors: People Level 43
Figure 3.7 Organizational Factors: Organization Level 44
Exhibit 3.1 Overview of the Organizational System Scan Model 47
Figure 1.2 Cultural Due Diligence and Assessment 50
Exhibit 4.1 Traditional Due Diligence Checklist 52
Exhibit 4.2 Sample Key Person Interview 64
Exhibit 5.1 Sample Focus Group Summary 77
xi
Figure 1.3 Cultural Integration Process Flowchart 84
Exhibit I.I General Considerations for Change Management 85
Exhibit 6.1 Nine Step Alignment and Integration Model 92
Figure 6.1 Discussion of CDD Results with CEO 93
Figure 6.2 Time Sensitive Issues 94
Exhibit 6.2 Sample Vision, Mission, Strategy, and Values 95
Figure 6.3 Issues Based Team Building 96
Figure 6.4 Capstone for the Organizational Alignment Model 97
Figure 7.1 All Managers Sessions 100
Exhibit 7.1 Sample Values and Practices 102
Figure 7.2 Tiger Teams 104
Figure 7.3 Feedback Based Management Planning Sessions 106
Figure 7.4 Follow Up Sessions 109
Figure 8.1 All Staff Sessions 112
Exhibit 8.1 Sample Agenda for an All Staff Session 112
Figure 8.2 Organizational Re Engineering Sessions 115
Figure B.I Organizational Alignment Model 135
Figured Organizational System Scan Model 147
Figure F. 1 a Sample Feedback Report 155
Figure F.lb Sample Feedback Report 156
Figure F.lc Sample Feedback Report 157
Worksheet A Areas on Which to Capitalize 170
Worksheet B Areas in Need of Improvement 171
Worksheet C Selecting Your Target Areas 173
Worksheet D Planning Your Strategy 175
Worksheet E Developmental Needs 184
Xii List of Figures, Exhibits, and Worksheets
Contents of the CD ROM
PowerPoint™ Slides
Section and Chapter Summaries
CDD/lntegration Toolkit
CDD, Assessment, and Integration Process Flow Charts
The British Airways Transformation: A Systemic Approach
Dealing With National and Ethnic Culture Issues
Organizational System Scan Model
Organizational Scan Model: Methods and Uses
Organizational Scan Data Gathering Probes
Organizational Scan Survey
Nine Step Alignment and Integration Model
Organizational Model
Organizational Alignment Initiatives Map
Traditional General Due Diligence Checklist
CDD Checklist
CDD High Level: Sample Key Person Interview
xiii
How to Analyze the CDD Data
Sample CDD Focus Group Summary
Cultural Integration Planning and Implementation Checklist
Issues Based Team Building Process and Tools
Recommended Issues Based Team Building Psychometrics and Surveys
Sample Organizational Direction Factors: Vision, Mission, Strategy and Values
Process Guide: Developing Management Practices
Sample Organizational Values and Practices
Sample Designs: Feedback Based Management Planning Sessions
Sample Manager 360 Degree Feedback Reports
Sample Manager Action Planning Guide
Staff Involvement Day: Sample Agenda and Materials
Working Together in the New Organization: Partnering Process and Tools
Post Merger Success Measures
XJV Contents of the CD ROM
|
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| indexdate | 2024-07-09T19:58:46Z |
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| isbn | 0787964905 |
| language | English |
| lccn | 2003018519 |
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| spelling | Carleton, J. Robert Verfasser aut Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration J. Robert Carleton and Claude S. Lineberry San Francisco Pfeiffer 2004 XVIII, 213 S. 1 CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Cultural Due Diligence offers a proven, and practical process to increase the success of mergers and acquisitions. This unique reasearch-based model and process explains how to profile and assess corporate cultures, identify potential or actual culture clash barriers to the merger or acquisition, and determine what to do to avoid, minimize and/or resolve culture clash. The authors show how to increase the probability of a merger, acquisition or strategic alliance before, after, or during the process by focusing proactively on organizational culture in addition to traditional fiscal and legal due diligence. They also explain how to identify and deal effectively with culture clash problems in advance, or at least in their infancy. Consolidation and merger of corporations Corporate culture Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Zwischenbetriebliche Integration (DE-588)4227291-9 gnd rswk-swf Due Diligence (DE-588)4516677-8 gnd rswk-swf Erfolg (DE-588)4015224-8 gnd rswk-swf Mergers and Acquisitions (DE-588)4205916-1 gnd rswk-swf Mergers and Acquisitions (DE-588)4205916-1 s Erfolg (DE-588)4015224-8 s DE-604 Due Diligence (DE-588)4516677-8 s Zwischenbetriebliche Integration (DE-588)4227291-9 s Unternehmenskultur (DE-588)4131484-0 s DE-188 Lineberry, Claude S. Verfasser aut http://www.loc.gov/catdir/toc/ecip048/2003018519.html Table of contents http://www.loc.gov/catdir/description/wiley0310/2003018519.html Publisher description HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012836051&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Carleton, J. Robert Lineberry, Claude S. Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration Consolidation and merger of corporations Corporate culture Unternehmenskultur (DE-588)4131484-0 gnd Zwischenbetriebliche Integration (DE-588)4227291-9 gnd Due Diligence (DE-588)4516677-8 gnd Erfolg (DE-588)4015224-8 gnd Mergers and Acquisitions (DE-588)4205916-1 gnd |
| subject_GND | (DE-588)4131484-0 (DE-588)4227291-9 (DE-588)4516677-8 (DE-588)4015224-8 (DE-588)4205916-1 |
| title | Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration |
| title_auth | Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration |
| title_exact_search | Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration |
| title_full | Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration J. Robert Carleton and Claude S. Lineberry |
| title_fullStr | Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration J. Robert Carleton and Claude S. Lineberry |
| title_full_unstemmed | Achieving post-merger success a stakeholder's guide to cultural due diligence, assessment, and integration J. Robert Carleton and Claude S. Lineberry |
| title_short | Achieving post-merger success |
| title_sort | achieving post merger success a stakeholder s guide to cultural due diligence assessment and integration |
| title_sub | a stakeholder's guide to cultural due diligence, assessment, and integration |
| topic | Consolidation and merger of corporations Corporate culture Unternehmenskultur (DE-588)4131484-0 gnd Zwischenbetriebliche Integration (DE-588)4227291-9 gnd Due Diligence (DE-588)4516677-8 gnd Erfolg (DE-588)4015224-8 gnd Mergers and Acquisitions (DE-588)4205916-1 gnd |
| topic_facet | Consolidation and merger of corporations Corporate culture Unternehmenskultur Zwischenbetriebliche Integration Due Diligence Erfolg Mergers and Acquisitions |
| url | http://www.loc.gov/catdir/toc/ecip048/2003018519.html http://www.loc.gov/catdir/description/wiley0310/2003018519.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012836051&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT carletonjrobert achievingpostmergersuccessastakeholdersguidetoculturalduediligenceassessmentandintegration AT lineberryclaudes achievingpostmergersuccessastakeholdersguidetoculturalduediligenceassessmentandintegration |