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.
Authors: Caitlin Hewes, Kameron Kordestani, Olivier Rigaud, Rebecca Kaetzler
Source: McKinsey Quarterly
Subjects: Management, Mergers & Acquisitions, Organizational Behavior