This study focuses on the experiences of 134 major U.S. firms that have recently completed a merger integrating the buyer’s and seller’s culture, organization, practices or resources.
Document Highlights
Ignoring until too late the barriers of management, culture, people, organization, and systems can doom even a financially attractive merger deal. This report taps the experience of senior human resource officers in 134 merged companies to focus on the achievements, problems, and processes in post-merger integration.
Questions addressed:
- How successful is the integration?
- What are the roles of the CEO and other members of top management?
- What is the effect of the merger/acquisition on stock performance?
- Is MandA a corporate core competency?
- Does downsizing lead to improved financial results?
- Who participates in integration planning and who receives feedback?
- What is the impact of cultural differences between buyer and seller?
- Which of these problems tend to be resolved and which defy solution?
Special features:
- 15 tables and charts
- direct quotes from respondents
- a short summary of ‘What We Have Learned’
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