Product details

This chapter is excerpted from 'The Human Factor in Mergers, Acquisitions, and Transformational Change'. Mergers and Acquisitions have been used for many decades to improve efficiency, value generation, cost savings, and increasing market share. However, historically, 70 to 90 percent of these mergers and acquisitions fail or fail to achieve the holistic objectives. Over ambitious management, lack of strategic oversight, inaccurate valuation, unforeseen economic factors, and mishandling of integration obstacles generally lead to merger or acquisition failures. In this book, we focus on integration obstacles, specifically human emotions, and postmerger resource management. Dedicated staff are an invaluable asset for any organization but when the uncertainty caused by potential change such as merger, acquisition, or restructuring creeps in, the performance is significantly impacted. Senior management focus on organizational challenges and staff feel neglected, under-valued, and ill-informed or even worse, misinformed. In some cases, experienced staff members leave the organization and the management is expected to deliver change with inexperienced and unmotivated staff, leading to laying the foundations of a failed merger. This book offers: early warnings to business leaders; tried and tested strategies to keep staff onboard during all stages of organizational change; empathically addressing staff members' fears and emotional issues'; and a practical guide to integrate resources. This book is an adaptation of the doctoral thesis titled: 'The role of coaching and mentoring in transformational change, focusing on housing association mergers'. Anonymized real-life accounts of staff members working at various levels within the organizations as well as the experiences of external gurus, trainers, and coaches involved in delivering organizational change are included. To aid organizational leaders tasked with delivering organizational change, case studies, exercises, and a unique 'Coach's Corner' summarizing each preceding chapter and providing specific suggestions for leadership development are included from for profit as well as not for profit sectors. We believe that no such practical guide currently exists in the literature. The audience for our book includes business leaders, change agents, staff members facing organizational restructuring, business coaches, mentors, and ambitious managers considering transitioning into leadership positions.