{"product_id":"achieving-postmerger-success-9780470631539","title":"Achieving PostMerger Success","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThe 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 dealboard of directors, executives, managers, employees, and shareholdersand based on years of research and real-world experience, \u003ci\u003eAchieving Post-Merger Success\u003c\/i\u003e is a down-to-earth guide that gives stakeholders the tools they need to  \u003cul\u003e \u003cli\u003eProfile and assess corporate cultures\u003c\/li\u003e \u003cli\u003eIdentify potential or actual culture clash barriers to a merger or acquisition\u003c\/li\u003e \u003cli\u003eDetermine what to do to avoid, minimize, and resolve culture clash\u003c\/li\u003e \u003cli\u003ePlan for efficient and effective post-merger cultural integration of the two organizations\u003c\/li\u003e \u003c\/ul\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eList of Figures, Exhibits, and Worksheets xi\u003c\/p\u003e \u003cp\u003eContents of the CD-ROM xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xv\u003c\/p\u003e \u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART ONE Mergers, Acquisitions, and Organizational Effectiveness 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Mergers, Acquisitions, and Organizational Culture 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe M\u0026amp;A Report Card 8\u003c\/p\u003e \u003cp\u003eM\u0026amp;A Failure Costs 9\u003c\/p\u003e \u003cp\u003eWhy Mergers and Acquisitions Really Fail 13\u003c\/p\u003e \u003cp\u003eOrganizational Culture and Culture Clash 15\u003c\/p\u003e \u003cp\u003eA Case Study in Managing Culture—British Airways 16\u003c\/p\u003e \u003cp\u003eThe Prevailing Wisdom Is Wrong 16\u003c\/p\u003e \u003cp\u003eCulture as the Culprit 17\u003c\/p\u003e \u003cp\u003eDefining Organizational Culture 18\u003c\/p\u003e \u003cp\u003eCulture and Performance—The Hard Data 19\u003c\/p\u003e \u003cp\u003eNational Versus Organizational Culture 20\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 The Organization as a System 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSystem Awareness 24\u003c\/p\u003e \u003cp\u003eThe Individual as a Performance System 25\u003c\/p\u003e \u003cp\u003eWinning the Battle While Losing the War 26\u003c\/p\u003e \u003cp\u003eCross-Functional Teamwork 29\u003c\/p\u003e \u003cp\u003eManagement and the System 29\u003c\/p\u003e \u003cp\u003eSynthesis Before Analysis 30\u003c\/p\u003e \u003cp\u003eCulture Is Not a System Component 31\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Organizational System Alignment 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Systemic Approach 36\u003c\/p\u003e \u003cp\u003eGetting the Balance Right 37\u003c\/p\u003e \u003cp\u003eAn Organizational System Model 37\u003c\/p\u003e \u003cp\u003eChecking the Vital Signs 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART TWO Cultural Due Diligence and Assessment 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Overview of Cultural Due Diligence 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCultural Due Diligence 53\u003c\/p\u003e \u003cp\u003eThe Case for Cultural Due Diligence 54\u003c\/p\u003e \u003cp\u003eOff-the-Shelf vs. Customized Cultural Assessment 56\u003c\/p\u003e \u003cp\u003eCharacteristics of a Customized CDD Model 59\u003c\/p\u003e \u003cp\u003eCDD Deliverables 60\u003c\/p\u003e \u003cp\u003eDue Diligence and Legal Restrictions 60\u003c\/p\u003e \u003cp\u003ePre Letter of Intent\/Acceptance Activities 61\u003c\/p\u003e \u003cp\u003eAssessing Degree of Difficulty of Cultural Integration 65\u003c\/p\u003e \u003cp\u003eGetting It Right—The Hewlett-Packard\/Compaq Merger 65\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Performing Cultural Due Diligence 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe CDD Process 69\u003c\/p\u003e \u003cp\u003eCultural Assessment 76\u003c\/p\u003e \u003cp\u003eDrafting the Cultural Alignment and Integration Plan 81\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART THREE Cultural Alignment and Integration 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Aligning and Integrating the Executive Group 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePlanning Cultural Alignment and Integration 89\u003c\/p\u003e \u003cp\u003eAligning the Organization 91\u003c\/p\u003e \u003cp\u003eDiscussing Results and Recommendations with CEO 91\u003c\/p\u003e \u003cp\u003eAligning and Integrating the Executive Group 94\u003c\/p\u003e \u003cp\u003eIssues-Based Team Building for the New Executive Team 96\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Aligning the Management Group 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGaining Clarity on Organizational Direction 100\u003c\/p\u003e \u003cp\u003eValues and Practices 101\u003c\/p\u003e \u003cp\u003eGaining Agreement on Values and Practices 102\u003c\/p\u003e \u003cp\u003eCommunicating the Session Results 103\u003c\/p\u003e \u003cp\u003eTiger Teams 104\u003c\/p\u003e \u003cp\u003eFeedback-Based Management Planning Sessions 105\u003c\/p\u003e \u003cp\u003eDevelopmental Streams 107\u003c\/p\u003e \u003cp\u003eIndividual Action Plans 109\u003c\/p\u003e \u003cp\u003eFollow-Up Sessions 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Aligning the Total Organization 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDesign and Activities for All-Staff Sessions 111\u003c\/p\u003e \u003cp\u003eThe Case for Change 113\u003c\/p\u003e \u003cp\u003eWork-Process Re-Engineering Sessions 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Cultural Integration Success Measures 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinancial Success Measures 117\u003c\/p\u003e \u003cp\u003eCultural Integration Success Measures 118\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Summary and Conclusion 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAPPENDICES 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAppendix A: The British Airways Transformation: A Systemic Approach 125\u003c\/p\u003e \u003cp\u003eAppendix B: Organizational Alignment Model: A Reading 133\u003c\/p\u003e \u003cp\u003eAppendix C: Organizational System Scan Model: An Overview 143\u003c\/p\u003e \u003cp\u003eAppendix D: Organizational Scan: Sample Probes 149\u003c\/p\u003e \u003cp\u003eAppendix E: Sample Values and Practices 151\u003c\/p\u003e \u003cp\u003eAppendix F: Sample Manager 360-Degree Feedback Report: For A. Manager in XYZ Corporation 155\u003c\/p\u003e \u003cp\u003eAppendix G: Sample Manager’s Action Planning Guide 159\u003c\/p\u003e \u003cp\u003eAppendix H: Staff Involvement Day: Sample Agenda and Materials 185\u003c\/p\u003e \u003cp\u003eGlossary 193\u003c\/p\u003e \u003cp\u003eReferences 199\u003c\/p\u003e \u003cp\u003eIndex 203\u003c\/p\u003e \u003cp\u003eAbout the Authors 209\u003c\/p\u003e \u003cp\u003eHow to Use the CD-ROM 211\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402382156119,"sku":"9780470631539","price":45.12,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470631539.jpg?v=1730480226","url":"https:\/\/bookcurl.com\/products\/achieving-postmerger-success-9780470631539","provider":"Book Curl","version":"1.0","type":"link"}