Achieving Post-Merger Success

Hardcover: 240 pages + bonus CD-ROM
ISBN 0787964905
Jossey-Bass / Pfeiffer
February 2004
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"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

“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.

"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

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

“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 book and CD-ROM set provides discussions and resources for these topics:

Mergers, Acquisitions, and Organizational Effectiveness.
- Mergers, Acquisitions, and Organizational Culture (you may read an excerpt of this section here).
  - The M&A Report Card.
  - M&A Failure Costs.
  - Why Mergers and Acquisitions Really Fail.
  - Organizational Culture and Culture Clash.
  - A Case Study in Managing Culture—British Airways.
  - The Prevailing Wisdom Is Wrong.
  - Culture as the Culprit.
  - Defining Organizational Culture.
  - Culture and Performance—The Hard Data.
  - National Versus Organizational Culture.
- The Organization as a System.
  - System Awareness.
  - The Individual as a Performance System.
  - Winning the Battle While Losing the War.
  - Cross-Functional Teamwork.
  - Management and the System.
  - Synthesis Before Analysis.
  - Culture Is Not a System Component.
- Organizational System Alignment.
  - A Systemic Approach.
  - Getting the Balance Right.
  - An Organizational System Model.
  - Checking the Vital Signs.
Cultural Due Diligence and Assessment.
- Overview of Cultural Due Diligence.
  - Cultural Due Diligence.
  - The Case for Cultural Due Diligence.
  - Off-the-Shelf vs. Customized Cultural Assessment.
  - Characteristics of a Customized CDD Model.
  - CDD Deliverables.
  - Due Diligence and Legal Restrictions
  - Pre Letter of Intent/Acceptance Activities.
  - Assessing Degree of Difficulty of Cultural Integration.
  - Getting It Right—The Hewlett-Packard/Compaq Merger.
- Performing Cultural Due Diligence.
  - The CDD Process.
  - Cultural Assessment.
  - Drafting the Cultural Alignment and Integration Plan.
Cultural Alignment and Integration.
- Aligning and Integrating the Executive Group.
  - Planning Cultural Alignment and Integration.
  - Aligning the Organization.
  - Discussing Results and Recommendations with CEO.
  - Aligning and Integrating the Executive Group.
  - Issues-Based Team Building for the New Executive Team.
- Aligning the Management Group.
  - Gaining Clarity on Organizational Direction.
  - Values and Practices.
  - Gaining Agreement on Values and Practices.
  - Communicating the Session Results.
  - Tiger Teams.
  - Feedback-Based Management Planning Sessions.
  - Developmental Streams.
  - Individual Action Plans.
  - Follow-Up Sessions.
- Aligning the Total Organization.
  - Design and Activities for All-Staff Sessions.
  - The Case for Change.
  - Work-Process Re-Engineering Sessions.
- Cultural Integration Success Measures.
  - Financial Success Measures.
  - Cultural Integration Success Measures.
- Summary and Conclusion.
Appendices
- The British Airways Transformation: A Systemic Approach.
- Organizational Alignment Model: A Reading.
- Organizational System Scan Model: An Overview.
- Organizational Scan: Sample Probes.
- Sample Values and Practices.
- Sample Manager 360-Degree Feedback Report: For A. Manager in XYZ Corporation.
- Sample Manager’s Action Planning Guide.
- Staff Involvement Day: Sample Agenda and Materials.

J. Robert Carleton is co-founder and senior partner of Vector Group, Inc. and a director of Vector Data Services and Vector Europe, Ltd. He has worked in both the public and private sectors and has extensive experience as both a manager and consultant.

Claude S. Lineberry is co-founder and senior partner of Vector Group, Inc. He has worked for more than thirty years on a wide range of organizational issues with a variety of clients around the world.

(information from the publisher)

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