Examines why most of what appear at first to be good merger or acquisition deals fail.
Describes five steps through which HR can help to make a merger or acquisition a success.
Highlights the importance of: making the vision tangible; getting the right integration team; good communication; ensuring that performance reviews are correctly focused for members of the integration team; and thinking about the future beyond the end of the business integration.
Warns HR against focusing too closely on the transactional side of resource management rather than the development of the organization.
Details how mergers and acquisitions can be made to add value, to the benefit of society as a whole.
Reveals how to “bring to life” a new vision and new way of working after a merger or acquisition.
