by J. Robert Carleton, Claude Lineberry
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Product Description
“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
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Average Customer Review:
0 of 0 people found the following review helpful:
 Little disappointed, 2007-12-07
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.
1 of 1 people found the following review helpful:
 Guide to using Cultural Due Diligence in merger situations, 2006-09-12
The main point the authors try to make is that typically in merger and acquisition situations corporate culture of the parties involved is not studied as methodically as legal, fiscal issues and other hardware issues.
Their Cultural Due Diligence Model aims to add an invaluable element to the process by focusing proactively on corporate culture at the planning, implementation and post merger stages of the merger. They also show the post-merger Cultural Integration and Alignment process detailing what to do after the merger is announced. Though it may seem like a typical `consultant' tool at first glance, the Organizational System Scan Model can be a handy tool if it is utilized at the planning stages of M&A.
Designed to be a hands-on resource, Achieving Post-Merger Success and the accompanying CD-ROM have many operational-level tools, checklists, case studies, worksheets, and samples which can be useful tools for organizations to minimize culture clash and integration problems. Some more examples like the British Airways example would have aided the reader see the reality in actual M&A situations.
The authors also assume that the tools provided are valid universally irrespective of national culture. This delinking corporate culture from national culture can be very misleading and potentially dangerous. In reality many of the tools e.g., staff involvement day, where one gives feedback and advice to own boss and the CEO would cause confusion and distress in many cultures. In many cultures people simply answer politely and 360 degree feedbacks would give a false sense of security. In spite of these shortcomings, this is a valuable book for people planning and overseeing corporate mergers.
0 of 7 people found the following review helpful:
 Useless Book, 2005-09-06
This is an absolutely poor book of no added-value to the reader. It is poorly written (not much text anyway, more bullet points).
3 of 4 people found the following review helpful:
 Not too bad, 2004-10-13
It's not an unuseful book. Problems of cultural clash during mergers are not a new topic in management literature, but since most executives still don't seem to care much about that, this book is valuable. The methods described by the authors are interesting, the check lists are useful, but it's definitely a book written by consultants: "You gather people in a meeting room, you have the big boss do a speech, you make everyone work together during 2 hours, and that's it". If only it was that simple...
And the chapter about "organization as a system" has no purpose.
2 of 4 people found the following review helpful:
 At last! Sensible Meger and Acquisition Guidance, 2004-04-01
Rather than listening to conventional wisdom or advice from the occult, people involved in mergers and acquistions should heed the guidance of these authors.They provide useful, solid, and proven advice for those who would really like to "get it right."
The authors are experienced and helped a number of "big league" organizations. They sort out the practical from the theoretical.
In writing this clear guide, they also displace many current myths about this business, including "culture is important but no one knows how to deal with culture." Now we do, thanks to Carleton and Lineberry.Written in clear terms with approriate cases-in-point this is a must for anyone doing an acquisition or advising one. Really good stuff.
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