M&A INTEGRATION AND STRATEGIC PARTNERSHIP ALIGNMENT
Integrating business cultures for measurable results
After a merger or acquisition, most companies can count on a familiar pattern: A hit to their bottom lines that can last up to a year or longer. In the end, more than 70% of mergers and acquisitions fail to deliver shareholder value. The focus of the deal is frequently placed on financials, redefining the customer value proposition, re-evaluating the profit formula, without much consideration given to the complexity of human behavior. The impact of corporate culture on company valuation is enormous, and often overlooked. Poor corporate culture is estimated to be responsible for 32% of lost productivity post acquisition, and even higher after a merger.
Most executives agree that the single greatest cause for concern/risk in achieving M&A success is failure to effectively integrate the post-merger entity, or target company, to achieve cultural fit.
• How corporate culture impacts business performance, profit, teamwork and employee turnover
• Measuring culture: Example of an M&A corporate culture map portraying both current and ideal culture within both organizations and what it means for ROI on the deal
• Business dilemma resolution in a Merger or Acquisition
A formidable corporate culture upholds company brand, health, growth, and profitability. Our proven methodology to effectively and quickly unite a new culture front after a merger or acquisition is backed by over 20 years of research. Through established metrics and measurable outcomes, you will learn how to:
1. Map the current and ideal Corporate Culture to create a strategic integration process that enables you to drive and measure results
2. Understand how to reconcile differences in corporate and national cultures to your advantage by uncovering hidden opportunities in diversity, and use them for innovation
3. Reduce the risk of failure to achieve the goals of the merger or acquisition
4. Increase employee satisfaction and reduce turnover
5. Increase organizational effectiveness
6. Strengthen your brand
• Companies planning to or already engaged in mergers or acquisitions, Joint Ventures, etc.
• C-level executives of established companies with a desire to develop a high performance culture – including mid-sized to large companies, exporters, manufacturers, franchisors
• Advisory firms in M&A deals