culture in mergers and acquisitions Tagged Articles

Other culture in mergers and acquisitions Related Articles

Impact of Culture on Mergers and Acquisitions

no matter how adept top executives have been in working the art of Mergers and Acquisitions (M&A), many are now singing the post M&A blues. According to a KPMG International study, 83% of mergers and acquisitions fail due to mismanagement of cultures. Merging balance sheets it turns out is far easier than merging cultures. Executives must therefore analyze the culture of the two companies before considering a merger or acquisition.

Mergers and Acquisitions - a guide for SMEs

This is the first of three articles which taken together will provide a high level guide for anyone wishing to make an acquisition or to dispose of their own company through a sale. This article deals with the overall strategy of Sale, Acquisition &Merger and where it should fit within the wider strategy for your company. The next article will look at the issues for you as a buyer and the process used to acquire and the final article will look at the issues for you as a seller and how to go about finding a buyer.

Mergers and Acquisitions - a buyers’ guide for SMEs

Taking a look at the things you must consider when buying a company, in particular; why you should considering buying, how you will fund the acquisition, the process to be used, and the issues to be considered once the deal is done.

Mergers and Acquisitions - a sellers’ guide for SMEs

Selling a company is an exciting, challenging and rewarding task; the culmination of the even greater challenge of preparing a company for sale, so that the maximum asset value can be realised. To help you rise to that challenge this article looks at the reasons to sell, the different approaches to selling, how to go about finding a buyer and some of the main issues you need to consider.

Mergers and Acquisitions: Understanding the Essentials of Strategy and Execution in the M&A Ecosystem: Part 1 of 4

It’s hard to name many business transactions that are as risky and complex as mergers and acquisitions (M&A). Over 85% of M&A deals fail, according to a recent study on M&A outcomes by KPMG. Another study, by A.T. Kearney, found that the total return to shareholders on 115 global M&A transactions was negative 58%. These astounding numbers are enough to make any organization think twice. Despite the grim statistics, there are many compelling reasons to attempt an M&A transaction, but they must be done with and understanding of the risks and challenges involved. In this first installment of a four part series, we will begin by building some M&A foundations and define the ecosystem of an M&A transaction.

Mergers and Acquisitions: Understanding the Essentials of Strategy and Execution in the M&A Ecosystem - Part 2 of 4

In part one of this four article series, we explored the landscape of the Merger & Acquisition (M&A) ecosystem and how M&A activity is generally driven by strategic objectives that must form a match between both parties - the buyer and the seller. As discussed in Part 1 of this series, mergers and acquisitions, in some cases, may be required by one or both organizations in order to survive. In other cases, the M&A move be seen as a strategic action that will lead to a leaner, more profitable company once the transaction is completed - one that is better positioned for growth. Given the need to acquire or merge will always be present in the business world, how can it be done successfully? In this installment, we delve further into the points of commonality between mergers and acquisitions, examining the buy and sell-side perspectives.

Mergers and Acquisitions: Understanding the Essentials of Strategy and Execution in the M&A Ecosystem - Part 3 of 4

In this third installment of the M&A series, we will examine domestic versus international M&A transactions, then explore the analysis behind selecting another company worth merging or acquiring and discuss how due diligence should actually be performed.

The Impact of Culture on Acquisitions

In another article, I talk about the rate of failure of mergers and acquisitions being 91%. What I did not talk about was the primary cause of these failures. It is actually quite simple. Most of these transactions, commonly referred to as M&A, are driven by finances and financial calculations. Unfortunately that has nothing to do with the daily business of doing business for any organization. It is the people that matters, and it is a failure of recognizing the people, or culture, that cause most M&A transactions to fail. In this article, I talk about how to avoid this fatal mistake.

Culture Shock - do your people align with your corporate culture?

Why do people stay with organizations and why do they go? What prompts someone to join a company or move to a new one, particularly if there isn’t much difference in salary or position? Thinking about these questions, I began to reflect back on my recent vacation to Europe.

Narcissist Mergers

In any merger or acquisition, the characteristics of the top leaders in both organizations heavily impact the resulting merged culture. The sad truth is that in many mergers, one or both of the top players are narcissists. What it means is that the entire process from twinkle-in-the-eye to a fully integrated steady state environment will require people to "work around" the problems created at the top. This article describes the problem and suggests some antidotes.

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