The Global M&A Tango

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The Global M & A Tango

See our disclaimer. Customer Reviews. Write a review. Ask a question. Pricing policy About our prices. Change-management programs all too often ignore the culture perspectives of the individuals and groups involved--and it's often why organizations fail to realize the benefits that prompted the integration in the first place.

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He graduated from the University of Amsterdam with a degree in international organizations and intellectual property. Maarten's areas of expertise include the facilitation of change management processes at senior management level and the development of scenario planning workshops. His special interests are strategic dilemma reconciliation, and action learning-based leadership development programs, which he has facilitated with clients all over the world. The authors suggest employing semi-structured questionnaires and an organization-value profiler OVP , an assessment tool, which they have developed.

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This aims to identify the similarities and differences in the organizational cultures involved and the values of the existing organizations that will challenge and influence the merger or acquisition. The authors advise to identify and maintain four core values, which can be translated into desired behaviors through activities such as running a workshop or producing a charter that stipulates the desirable and undesirable behaviors for every core value selected. These are measured and reinforced through key-performance indicators KPIs.

The authors do not fulfil their goal, even if we are all aware that there is no magic formula. Apart from the case studies and business examples, there are no documented effects of the model.

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The authors fail to present a case for the development or operationalization of their tools or provide statistical data to illustrate the relevance or the feasibility of the method in practice. As far as business people are concerned, therefore, the usefulness of the model will be limited. The number of tools developed can be very confusing and it is easy to lose focus of the objectives.

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  7. The burdensome processes that the leadership team has to go through, including four to five instruments, raises the question of feasibility in a day-to-day business context. Is it justified? Do we have any data about the return on investment?

    The Global M&A Tango The Global M&A Tango
    The Global M&A Tango The Global M&A Tango
    The Global M&A Tango The Global M&A Tango
    The Global M&A Tango The Global M&A Tango
    The Global M&A Tango The Global M&A Tango

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