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Achieving Post-merger Success J. Robert Carleton (Vector Group)

Achieving Post-merger Success By J. Robert Carleton (Vector Group)

Achieving Post-merger Success by J. Robert Carleton (Vector Group)

New RRP £33.99
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Offers a proven, practical process to increase the success of mergers and acquisitions. The research based model 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.

Achieving Post-merger Success Summary

Achieving Post-merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration by J. Robert Carleton (Vector Group)

The 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 deal board of directors, executives, managers, employees, and shareholders and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to - Profile and assess corporate cultures - Identify potential or actual culture clash barriers to a merger or acquisition - Determine what to do to avoid, minimize, and resolve culture clash - Plan for efficient and effective post-merger cultural integration of the two organizations

About J. Robert Carleton (Vector Group)

J. Robert Carleton is co-founder and senior partner of Vector Group, Inc. and a director of Vector Data Services and Vector Europe, Ltd. He has worked in both the public and private sectors and has extensive experience as both a manager and consultant. Claude S. Lineberry is co-founder and senior partner of Vector Group, Inc. He has worked for more than thirty years on a wide range of organizational issues with a variety of clients around the world.

Table of Contents

List of Figures, Exhibits, and Worksheets.Contents of the CD-ROM.Acknowledgments.Preface.Introduction.PART ONE: Mergers, Acquisitions, and Organizational Effectiveness.1. Mergers, Acquisitions, and Organizational Culture.The M&A Report Card.M&A Failure Costs.Why Mergers and Acquisitions Really Fail.Organizational Culture and Culture Clash.A Case Study in Managing Culture-British Airways.The Prevailing Wisdom Is Wrong.Culture as the Culprit.Defining Organizational Culture.Culture and Performance-The Hard Data.National Versus Organizational Culture.2. The Organization as a System.System Awareness.The Individual as a Performance System.Winning the Battle While Losing the War.Cross-Functional Teamwork.Management and the System.Synthesis Before Analysis.Culture Is Not a System Component.3. Organizational System Alignment.A Systemic Approach.Getting the Balance Right.An Organizational System Model.Checking the Vital Signs.PART TWO: Cultural Due Diligence and Assessment.4. Overview of Cultural Due Diligence.Cultural Due Diligence.The Case for Cultural Due Diligence.Off-the-Shelf vs. Customized Cultural Assessment.Characteristics of a Customized CDD Model.CDD Deliverables.Due Diligence and Legal Restrictions.Pre Letter of Intent/Acceptance Activities.Assessing Degree of Difficulty of Cultural Integration.Getting It Right-The Hewlett-Packard/Compaq Merger.5. Performing Cultural Due Diligence.The CDD Process.Cultural Assessment.Drafting the Cultural Alignment and Integration Plan.PART THREE: Cultural Alignment and Integration.6. Aligning and Integrating the Executive Group.Planning Cultural Alignment and Integration.Aligning the Organization.Discussing Results and Recommendations with CEO.Aligning and Integrating the Executive Group.Issues-Based Team Building for the New Executive Team.7. Aligning the Management Group.Gaining Clarity on Organizational Direction.Values and Practices.Gaining Agreement on Values and Practices.Communicating the Session Results.Tiger Teams.Feedback-Based Management Planning Sessions.Developmental Streams.Individual Action Plans.Follow-Up Sessions.8. Aligning the Total Organization.Design and Activities for All-Staff Sessions.The Case for Change.Work-Process Re-Engineering Sessions.9. Cultural Integration Success Measures.Financial Success Measures.Cultural Integration Success Measures.10. Summary and Conclusion.APPENDICES.Appendix A: The British Airways Transformation: A Systemic Approach.Appendix B: Organizational Alignment Model: A Reading.Appendix C: Organizational System Scan Model: An Overview.Appendix D: Organizational Scan: Sample Probes.Appendix E: Sample Values and Practices.Appendix F: Sample Manager 360-Degree Feedback Report: For A. Manager in XYZ Corporation.Appendix G: Sample Manager's Action Planning Guide.Appendix H: Staff Involvement Day: Sample Agenda and Materials.Glossary.References.Index.About the Authors.How to Use the CD-ROM.

Additional information

Achieving Post-merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration by J. Robert Carleton (Vector Group)
Used - Very Good
John Wiley & Sons Inc
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

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