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Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration, by J. Robert Carleton, Claude
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“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
- Sales Rank: #349835 in Books
- Brand: Brand: Pfeiffer
- Published on: 2004-03-15
- Original language: English
- Number of items: 1
- Dimensions: 9.53" h x .87" w x 7.32" l,
- Binding: Hardcover
- 240 pages
- Used Book in Good Condition
Review
"An early focus on culture integration beginning with a solid cultural due diligence was a critical success factor in our successful integration with Compaq. This book provides helpful models and tools for getting it right”
--Anne Murray Allen, lead – culture integration, Hewlett Packard
“Time and time again, mergers fail because of the lack of the new rganization’s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a “How To” guide for assessing culture pre-merger and maximizing on it post-merger. This is a must read for anyone considering a merger, large or small.”
--Owen Garrick, MD, co-head – mergers and acquisitions, Novartis Pharmaceuticals
"This is an important contribution to an important field. The authors have provided lots of checklists and how-to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A's that do not wind up on the trash heap of ill-founded dreams that do not come true."
--Dr. Stephen H. Rhinesmith, author, The Manager's Guide To Globalization:; Six Keys For Success In A Changing World
"Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions."
--Geary A. Rummler, author, Improving Performance: How To Manage The White Space On The Organization Chart
"The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace."
--Dr. Christopher C. Ceczy, assistant professor of finance, The Wharton School
"This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues."
--Dr. Dale Brethower, professor emeritus, Western Michigan University
From the Inside Flap
Daimler—Chrysler, AOL—Time Warner . . . every week, or so it seems, the business press features yet another report on the failure of a business merger or acquisition. M&As continue to explode in number and size and yet studies conclude that the vast majority of these mergers and acquisitions–up to seventy-five percent by some estimates–do not achieve their goals. More than half of these failed deals are unsuccessful because of two fundamental problems: "cultural clash" between the organizations involved and inadequate post-merger integration planning.
"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
In addition to the fiscal and legal due diligence that is traditionally applied to M&As, the authors’ proven Cultural Due Diligence Model adds an invaluable element to the process by focusing proactively on corporate culture before the merger takes place. Lineberry and Carleton also outline their successful post-merger Cultural Integration and Alignment process detailing what to do after the deal is made. Step-by-step, they explain what to do, in what sequence, and why. This process not only helps the organizations avoid culture clash and integration problems but focuses on bringing the best of both organizations to the newly formed enterprise.
Designed to be a hands-on resource, Achieving Post-Merger Success and the accompanying CD-ROM are filled with operational-level tools, checklists, case studies, worksheets, and samples for simple reproduction or customization.
From the Back Cover
The "How-to" Guide for Assessing and Integrating Cultures that Will Create Successful Mergers and Acquisitions
"An early focus on culture integration, beginning with a solid cultural due diligence. was a critical success factor in our integration with Compaq. This book provides helpful models and tools for getting it right"
—Anne Murray Allen, lead, culture integration, Hewlett Packard
"Time and time again, mergers fail because of the lack of the new organization’s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a "how-to" guide for assessing culture pre-merger and maximizing on it post-merger. This is a must read for anyone considering a merger, large or small."
—Owen Garrick, MD, co-head, mergers and acquisitions, Novartis Pharmaceuticals
"This is an important contribution to an important field. The authors have provided lots of checklists and how-to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A’s that do not wind up on the trash heap of ill-founded dreams that do not come true."
—Dr. Stephen H. Rhinesmith, author, The Manager's Guide to Globalization: Six Keys to Success In a Changing World
"Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions."
—Dr. Geary A. Rummler, author, Improving Performance: How to Manage the White Space on the Organization Chart
"The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace."
—Dr. Christopher C. Geczy, assistant professor of finance, The Wharton School
"This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues."
—Dr. Dale Brethower, professor emeritus, Western Michigan University
Most helpful customer reviews
11 of 12 people found the following review helpful.
Must-Read for Executives Engaged in M&A's
By Laura Belsten
As an executive coach, I have read just about every book on M&A to help my clients navigate the turbulent waters of mergers, acquisitions and subsequent integration. This book is the best by far. M&As are up sharply in this economy as a means of pursuing corporate growth; however, as this book deftly illustrates, 55 to 75 percent of all mergers fail to achieve their financial goals. The authors cite disturbing statistics associated with M&As: stock prices decline approximately 70 percent of the time when an M&A is announced; only 23 percent of acquisitions earn back their capital cost; productivity declines 50 percent during the first four to eight months after the M&A; and about 60 percent of mergers result in lowered profitability for as long as seven years after the merger. Clearly, poorly-executed M&A's can be career-limiting. The reason for M&A failures is not a lack of financial and legal due diligence. Most executives engage in exceptionally thorough legal and financial due diligence processes. The reason for failed M&As is culture clash, the inability to integrate the operational, cultural and people aspects of the merging organizations. Culture clash results in internal confusion and in-fighting, inefficiency, frustration, downtime, and too much internal focus when what is needed is an external focus on customers. In addition to loss of staff morale and motivation, poorly executed M&As can result in the loss of key executives (nearly half within three years), decreased customer service and satisfaction, and brand confusion.
This outstanding book outlines a simple and effective process for my executive clients to engage in cultural due diligence (CDD). This process can be undertaken simultaneously with the legal and financial due diligence processes, usually inside of 30 days. This cultural due diligence process can eliminate culture clash, significantly increasing the likelihood of success of the merger, my executive clients and their careers. I view CDD as an essential process which supports the M&A, not one which turns up reasons not to pursue it. In addition to the logical and simple CDD process presented in this book, authors Bob Carleton and Claude Lineberry have included many case studies of successful M&A's as well as helpful worksheets and flow charts to help my executive clients pilot their M&A and integration. They've even included a CD-ROM filled with checklists, worksheets, agendas for staff and executive meetings to ensure cultural alignment, and other integration tools which can be customized and/or reproduced. I plan to give this book to every one of my executive clients contemplating or engaging in a merger. It just may save their careers!
5 of 5 people found the following review helpful.
Little disappointed
By Langenberg
Having an MBA degree and being involved with M&A on a regular basis, this book offered me not much more than its bottomline "put people together to make things work". I expected a more concrete elaboration on "how to" deal with post-merger cultural issues. The books is filled with cliches and stories you will remember from HR courses in college, it does not offer you many "real world" experiences. The CDrom is not really of an added value.
7 of 8 people found the following review helpful.
Finally, Cultural Integration Made Simple
By Dan Chenoweth
For a number of years I was the CFO of an organization that acquired several companies. The acquisition strategy always made sense, the financial and legal due diligence process was conducted flawlessly, but we still never achieved our pre-merger financial estimates in the timeframe we thought we would get them. Why? Because of the people issues! I always thought that people, then, were the "wild card" in a merger or acquisition. You can't predict or forecast what they will do after the merger takes place. Messrs. Carleton and Lineberry provide a simple, easy to understand process where for the first time I understand how the people and cultural aspects of a company can be evaluated even before the merger is complete. AND, you can do something with that evaluation to help prepare for the inevitable people clash! As a CPA, thank you for opening my eyes to look simultaneously at the people issues as well as the financial issues in the cultural due diligence process.
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