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A new direction in M&A integration: How companies find solutions to value destruction in people‐based activity
Author(s) -
de Haldevang Ben
Publication year - 2009
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20264
Subject(s) - productivity , value (mathematics) , process (computing) , element (criminal law) , business , intervention (counseling) , point (geometry) , process management , focus (optics) , track (disk drive) , computer science , customer value , marketing , knowledge management , operations management , economics , psychology , political science , microeconomics , profit (economics) , geometry , mathematics , physics , optics , machine learning , psychiatry , law , macroeconomics , operating system
We've all heard merger‐and‐acquisition (M&A) horror stories in which ignoring the complex human element in integration led to problems that leached away some—or much—of the deal's hoped‐for value. The success stories presented here point to effective strategies for smoothly merging organizations without compromising productivity, talent and customer retention, innovation, and other sources of value creation. The author argues that integration planning and management, which too often focus narrowly on process, should also explicitly address the people‐intensive aspects of planning, speed, communication, innovation, culture, and HR issues. For each of these areas, he presents actual cases in which preparation or intervention kept a postdeal integration on track and shares specific solutions and tools that can be adapted to other M&As. © 2009 Wiley Periodicals, Inc.