Getting the culture right is critical for merger success. The greatest risk for failure is culture clash, a breakdown of trust, and the resulting stagnation. Merging similar size companies in the same sector is particularly tricky – past competitors must be future colleagues. What is the right to-be culture and management practices? And, how do we migrate to them?
This quarter’s In Focus features a recently published Humatica viewpoint from Acquisition International (AI) magazine on how to align behaviours for value growth in a merger.
“Its common wisdom, proven by hundreds of studies that roughly half of all mergers fail to generate their cost of capital. What are the reasons for this?”.
Assessing good governance is still in its infancy. The most common approaches are focused on interactions with the top-level board and senior executive. The state…
Read moreThursday 21st July 8am EST | 1pm BST | 2pm CET | 8pm SGT With multiples under pressure, buy-out managers are asked to do more…
Read moreESG and good Governance have become essential tools for sustainable value growth. But Governance in particular has proven elusive to measure. That’s a challenge because…
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