The culture compass: Using early insights to guide integration planning
The huge impact of culture on M&A performance means that culture should be factored into integration planning from the start. We recommend focusing on five cultural attributes.
Content: Article | Authors: Emily O’Loughlin, Jocelyn Chao, Kameron Kordestani, Rebecca Kaetzler | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Change Management Influence Model
Realizing the Value of Your Merger with the Right Operating Model
Substantial changes to an operating model are often necessary to achieve an organization’s strategic objectives and deliver the promised value of a merger. Making these changes requires a thoughtful, leader-driven process to navigate the unique constraints and risks of the endeavor.
Content: Article | Authors: Caitlin Hewes, Kameron Kordestani, Olivier Rigaud, Rebecca Kaetzler | Source: McKinsey Quarterly | Subjects: Management, Mergers & Acquisitions, Organizational Behavior
The Secret Ingredient of Successful Big Deals: Organizational Health
Creating value from a merger is not easy. Acquirers that get it right start with an overlooked advantage: a healthy organization.
Content: Article | Authors: Andy MacLean, Becky Kaetzler, Kameron Kordestani | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Communications in Mergers: The Glue that Holds Everything Together
Structured communications are vital to clarify what comes next in a merger, separate fact from fiction, and forge success for newly combined organizations.
Content: Article | Authors: Anish Koshy, Becky Kaetzler, Kameron Kordestani, Oliver Engert | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions