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HowCultureAffectsMergersandAcquisitions.IndustrialManagement•Sept,2000•Ex...
How Culture Affects Mergers and Acquisitions.
Industrial Management • Sept, 2000 •
Executive Summary
Even companies that appear to be very similar can have different corporate cultures -- and those cultures can be hard to integrate when companies merge or are acquired. Managing cultural change, the author argues, is critical to the success of a merger or acquisition. He discusses what culture is, how to assess it, and how to integrate two different corporate cultures.
Make no mistake about it: These are the go-go years for mergers and acquisitions. But however adept top executives have been in working the art of the deal, many are now singing the post-M&A blues. Merging balance sheets, it turns out, is far easier than merging cultures. By some estimates, 85 percent of failed acquisitions are attributable to mismanagement of cultural issues.
Smart companies know that cultural due diligence is every bit as important as careful financial analysis. They know that the values an organization holds are imbedded in organizational strategy exercising a kind of gravitational pull on decision-making. Without understanding the often hidden and implied values that drive decision-making at every level, the chances are great that a merger or acquisition will quickly be awash in misunderstanding, confusion, and conflict. 展开
Industrial Management • Sept, 2000 •
Executive Summary
Even companies that appear to be very similar can have different corporate cultures -- and those cultures can be hard to integrate when companies merge or are acquired. Managing cultural change, the author argues, is critical to the success of a merger or acquisition. He discusses what culture is, how to assess it, and how to integrate two different corporate cultures.
Make no mistake about it: These are the go-go years for mergers and acquisitions. But however adept top executives have been in working the art of the deal, many are now singing the post-M&A blues. Merging balance sheets, it turns out, is far easier than merging cultures. By some estimates, 85 percent of failed acquisitions are attributable to mismanagement of cultural issues.
Smart companies know that cultural due diligence is every bit as important as careful financial analysis. They know that the values an organization holds are imbedded in organizational strategy exercising a kind of gravitational pull on decision-making. Without understanding the often hidden and implied values that drive decision-making at every level, the chances are great that a merger or acquisition will quickly be awash in misunderstanding, confusion, and conflict. 展开
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文化怎么影响合并和承购。
管理 • 2000年9月 •
Executive总结
看来是非常相似的Even公司能有不同的公司文化 -- 当公司合并或获取时，并且那些文化可以是难集成。 处理的文化变动，作者争论，对合并或承购至关重要的成功。 他谈论什么文化是，如何估计它和如何集成二不同公司文化。
Make没有差错对此： 这些是合并和承购的时髦的岁月。 然而，但是娴熟高级主管在工作成交，许多的艺术现在唱岗位M&A蓝色。 合并资产负债表，结果是比合并文化容易。 由有些估计，不合格的承购的85%是可归咎的于文化问题的管理不善。
Smart公司知道文化适当努力是每位一样重要象仔细的财务分析。 他们知道组织举行的价值在行使一在政策制定的地心引力的组织战略被埋置。 没有了解驾驶政策制定各级的经常暗藏的和含蓄的价值，机会是伟大的合并或承购迅速将是充满的误解、混乱和冲突。
仅供参考，这只是大概的意思
管理 • 2000年9月 •
Executive总结
看来是非常相似的Even公司能有不同的公司文化 -- 当公司合并或获取时，并且那些文化可以是难集成。 处理的文化变动，作者争论，对合并或承购至关重要的成功。 他谈论什么文化是，如何估计它和如何集成二不同公司文化。
Make没有差错对此： 这些是合并和承购的时髦的岁月。 然而，但是娴熟高级主管在工作成交，许多的艺术现在唱岗位M&A蓝色。 合并资产负债表，结果是比合并文化容易。 由有些估计，不合格的承购的85%是可归咎的于文化问题的管理不善。
Smart公司知道文化适当努力是每位一样重要象仔细的财务分析。 他们知道组织举行的价值在行使一在政策制定的地心引力的组织战略被埋置。 没有了解驾驶政策制定各级的经常暗藏的和含蓄的价值，机会是伟大的合并或承购迅速将是充满的误解、混乱和冲突。
仅供参考，这只是大概的意思
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