Skip Prichard

JUNE 22, 2020

Culture Spark. Organizational culture is often seen as an elusive topic. Yet, without the right culture, organizations cannot succeed short term, nor can they endure. Organizations can and must define the culture they desire and intentionally execute a well-thought out road map to shape their future. Jason Richmond.

How To 107

How To Middle Management Reputation Short-term 107

The Practical Leader

JUNE 14, 2023

Their two main routes are piecemeal programs to “fix the frontline” or a long-term cultural change process. With a sinking feeling, leaders watch a few organizations struggling up the cultural change road far above. Taking the High Road On the other hand, the cultural change road looks appealing at first glance.

Root Cause Analysis 52

Root Cause Analysis Mission Statement Travel Restructuring 52

Coaching Ourselves

AUGUST 1, 2022

Among their many offerings, Amrop Adria delivers in-house CoachingOurselves peer learning programs combined with thematic workshops, such as integrating cultures during mergers and acquisitions. Our partner Amrop Adria is proving that learning from other leaders and managers is not only powerful but fun.

Participative 52

Participative Workshop Content Conference 52

The Center For Leadership Studies

AUGUST 28, 2023

Adaptive – Adaptive change can be categorized as adjustments that need to be made based on things like integrating a newly hired employee into your team, figuring out how to reinforce the training your team members will be attending, losing a highly productive team member, implementing an incremental digital upgrade, and so on.

Leadership 52

Leadership Agility Situational Leadership Learning-by-Doing 52

Strategy Driven

SEPTEMBER 24, 2021

In contrast, inorganic growth is a result of mergers, acquisitions and joint ventures. Entrepreneurs want to see their businesses grow. After all, growth indicates potential success and validates that your processes are working well. However, there are two kinds of growth, one that is fast but risky and another that is slow but steady.

Organization 92

Organization Brand Word of Mouth Marketing Marketing 92

Harvard Business Review

MAY 18, 2018

At best, mergers and acquisitions (M&A’s) have a 50/50 chance of reaching their intended results. Repeatedly, research cites the human factor as the leading reason why mergers and acquisitions fail. And, the merger or acquisition won’t be the last change they are facing.

Agility 15

Agility Shaw Learning-by-Doing Efficiency 15

Harvard Business Review

JUNE 6, 2018

I just took my company through an acquisition and found that even the smallest operational change can have a significant negative impact on both employees and customers. It’s easy to get caught up in the logistics of trying to integrate two organizations. After all, during a merger, that’s where all the action is.

Operations 9

Operations Brand Ryan COO 9

Harvard Business Review

OCTOBER 2, 2018

Amazon’s 2017 acquisition of Whole Foods was met with a lot of fanfare. The two companies may have seen value in capitalizing on each other’s strengths, but they failed to investigate their cultural compatibility beforehand. They now stand on a fault line where tensions often erupt in mergers.

Price 13

Price Decentralization Long-term Self-aware 13

Harvard Business Review

MAY 18, 2018

Accenture Strategy research indicates that the disruption and differentiation that digital technology can create will place it at the center of acquisition strategy for the foreseeable future. But as companies pursue the acquisition of other organizations for their digital prowess, a second layer of the digital deal conundrum reveals itself.

Technology 8

Technology Strategy Content Survey 8

Harvard Business Review

MAY 21, 2018

More and more companies are relying on mergers & acquisitions (M&A) as a competitive growth strategy. Yet when mergers are not done correctly, the end result can be at best uncomfortable, and at worst devastating to both companies. John Gichigi/Getty Images. trillion for the past four years. who stays versus who goes.

Company 9

Company Direct Marketing Execution Taylorism 9

Harvard Business Review

MAY 16, 2018

Others note the diminishing number of attractive same-sector acquisition targets as industries consolidate, and as investors search for ways to put their growing cash reserves to work. The current cohort of acquisitions goes well beyond the typical defensive, synergy-driven, horizontal integration that marked previous M&A spurts.

Due Diligence 8

Due Diligence Company Horizontal Integration Retail 8

Harvard Business Review

DECEMBER 26, 2014

A normal acquisition process seeks to ensure something basic: a strategic rationale for a deal, supported by a thoughtful selection process, with known risks identified by a short, intense due diligence. What this requires is doing some integration due diligence as part of the M&A process.

Due Diligence 11

Due Diligence Company Stakeholder Analysis Retail 11

Harvard Business Review

JULY 11, 2017

Even for experienced deal makers, a first digital acquisition is bound to be an education. They’re also likely to be paying an even higher premium for the acquisition, betting on a fast—although uncertain—development. billion in 2014 to help it make the leap from a traditional advertising company to a digital one.

Due Diligence 8

Due Diligence Company Learning Curve Finance 8

Harvard Business Review

OCTOBER 5, 2018

From leadership transitions and restructurings, to mergers and acquisitions, to regulatory changes, there seems to be constant unrest in the workforce. While the integration is still underway, the campaign generated excitement for the acquisition among employees, and is still used today to communicate the promise of the new FMC.

Resistance 15

Resistance Commitment Uncertainty Restructuring 15

Harvard Business Review

JUNE 11, 2018

Here are three tips for sidestepping some pitfalls that aren’t always obvious, but that could spoil an otherwise successful technology acquisition: Make sure you’re buying the core underlying technology (and the full rights to it), not just the company licensing the technology. In 2005, eBay spent $2.6 Insight Center.

Due Diligence 9

Due Diligence How To Technology Emotional Intelligence 9

Harvard Business Review

JULY 12, 2011

Numerous commentators have targeted culture and "soft" interpersonal issues as an important contributor of M&A success or failure. While many analyses of failed mergers and other collaborations blame cultural differences, it is possible to be even more specific. Mergers lose their shareholder value. Confidence suffers.

Champy 12

Champy Engineering Maturity Guidelines 12

Harvard Business Review

APRIL 22, 2014

Big-company corporate development departments dream of acquisitions that substantially boost revenue or bring assets that turbo-charge growth. Unlike a Fortune 500 company that can casually take a write-down, a midsized firm often can’t recover from a strategic acquisition that goes up in flames. And plenty do. The San Jose, Calif.-based

Company 8

Company Due Diligence CEO Consultative 8

Harvard Business Review

JUNE 14, 2011

Editor's Note: This blog post is a sneak-peak to the upcoming article, "The Merger Dividend," by Ron Ashkenas and his colleagues Suzanne Francis and Rick Heinick, which will appear in the July-August issue of HBR. Even worse, much of the work is done with relative strangers, who may come from different cultures with different assumptions.

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Consensus Learning-by-Doing Case Study Execution 9

Harvard Business Review

JULY 13, 2016

Yet the typical M&A and postmerger integration (PMI) approach has a famously poor track record: close to 60% of M&As fail to create value. It starts with re-thinking the objectives for M&A and the post-merger period. Back then, many on Wall Street worried that cultural and creative differences would damage the integration.

Film 8

Film Merchandising Creativity Short-term 8

Harvard Business Review

DECEMBER 21, 2016

Reorganizations can be a useful management tool for finding new value and are often essential as part of a merger or acquisition integration. Common pitfalls are a lack of cultural understanding between the integrating parties, poor integration leadership, and a focus on the wrong activity set or the wrong targets.

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Process McKinsey Due Diligence Cost 8

Harvard Business Review

FEBRUARY 6, 2013

Are acquisitions part of your company's growth plan? In the first half of 2012, thousands of merger and acquisition deals were announced globally, worth more than $900 billion. But acquisitions can be risky business. So if you and your colleagues are contemplating an acquisition, here's a possible game plan.

Compliance 8

Compliance Resources Consultative Document 8

Harvard Business Review

JUNE 19, 2017

All the talk about Amazon’s acquisition of Whole Foods has been about how the deal will benefit Amazon’s “sell everything” strategy. This means that you can look at an acquisition from the point of view of the target just as well as from the acquirer. Enter Amazon’s Alexa. People who have it, love it.

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Supply Chain Real Estate Wireless Brand 10

Harvard Business Review

DECEMBER 22, 2014

One of the main justifications for the mergers and acquisitions sweeping the health care industry is greater integration between the physicians and teams that care for patients. But consolidation does not ensure integration. What’s the alternative? In 2011 Mayo elected to follow this course.

Health Care 8

Health Care Mayo Due Diligence Human Resources 8

Harvard Business Review

AUGUST 4, 2015

While working his way up from Hyderabad, India, to 1 Procter & Gamble Plaza in Cincinnati, Ohio, Moheet Nagrath came to understand culture well enough to look past it. The statement sought to capture the company’s existing culture, while creating fresh sinews for integrating Mumbai with Geneva, Mexico City with Cincinnati.

Globalization 8

Globalization Company Self-aware Merchandising 8

Harvard Business Review

JUNE 21, 2013

It also stated that employees no longer needed to wear a tie to work, in line with Alphahealth''s "friendly" and "approachable" culture. In September 2005, Alphahealth*, a large American healthcare company acquired the British company Pharmateam*. Pharmateam was an ideal target. However, the deal took the employees of Pharmateam by surprise.

Self-aware 8

Self-aware Resistance Price CEO 8

Harvard Business Review

AUGUST 6, 2015

Acquisitions, mergers, joint ventures, alliances, partnerships, and other business combinations are no longer exceptions for most firms — they have become central to gaining competitive advantage. Managers already have a great deal of information and best practices for implementing alliances and acquisitions.

Competitive Advantage 8

Competitive Advantage Strategy Short-term Resources 8

Harvard Business Review

MAY 24, 2013

She wrote the HBS cases on the P&G/Gillette merger, and when she teaches those cases, frequently invites P&G executives to her class. McDonald was intimately involved with the Gillette acquisition and oversaw a model merger integration process. She''s an expert on strategy, innovation, and leading change. Asking A.G.

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

JULY 25, 2016

Commentators and researchers have focused on the crucial role of the CEO in leading effective corporate action to promote high performance, high integrity , and sound risk management. This critical alliance needs and deserves much greater analysis and application.

CFO 8

CFO Chief Financial Officer Compliance Due Diligence 8

Harvard Business Review

OCTOBER 30, 2018

A fast-moving startup can secure talent as it needs it, outsource more quotidian tasks like payroll, and stay lean and mean; indeed, I see entrepreneurs employ this approach through my work at EY supporting creative, successful startups. But there are lots of myths about gig work, whether full-time or part time. 3: Gig is better.

Quinn 10

Quinn Entrepreneur IPO Survey 10

Harvard Business Review

NOVEMBER 10, 2015

Periods of change on a grand scale – crises, mergers and acquisitions, mass layoffs – can especially erode employee engagement, loyalty, and trust. While change is often in the best long-term interest of a company, it can wreak havoc on an organization’s people in the near term.

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Media Management CEO Uncertainty 8

Harvard Business Review

NOVEMBER 15, 2018

Cost reduction requires an honest and thorough reassessment of everything the health system does and ultimately, a change in the organization’s operating culture. Here are some examples of what will be required to change the operating culture: Contract rationalization. PM Images/Getty Images. ” Clearly, more is needed.

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Cost System Management Franchising 10

Harvard Business Review

NOVEMBER 17, 2017

CEOs must address these disconnects by creating a culture that promotes open communication and transparency about vulnerabilities and collaboration to address the exposures. Multiple conversations about cyber risks are happening across a multitude of divisions in isolation. Shore up your company’s first line of defense.

Metrics 8

Metrics CIO Chief Financial Officer Chief Information Officer 8

Harvard Business Review

JANUARY 16, 2017

This becomes more likely as the organization takes on strategic risk — through innovation, mergers and acquisitions, or because its environment is becoming more volatile. After three years the company wrote off three times the acquisition cost. After three years the company wrote off three times the acquisition cost.

Company 8

Company CEO Finance System 8

Harvard Business Review

FEBRUARY 3, 2014

But the ultimate question that gets fuzzed-over in the filing and response is one of culture and accountability — whether a long-serving CEO is accountable for a corporate culture that has spawned major regulatory inquiries and settlements across a broad range of legal issues, even though the firm has otherwise performed well commercially.

Banking 8

Banking Fashion CEO Short-term 8

Harvard Business Review

DECEMBER 20, 2016

That’s why it’s imperative to ensure your strategy deeply resonates with your organizational culture. If there are superconsumers in your midst, and if they’re encouraged to speak their minds, they will inject your culture with extra doses of energy, empathy, and creativity. Unlocking Energy.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

OCTOBER 9, 2015

Perhaps you’ve taken a new job, or your colleague was just promoted, and now your boss is younger than you. How do you put age aside and focus on what you have to learn from your manager? How do you keep your ego from getting in the way of your relationship? What the Experts Say. In another context it wouldn’t be such a big deal. .

Learning-by-Doing 8

Learning-by-Doing Case Study Advice Report 8

Harvard Business Review

MAY 25, 2018

Mr. Rockefeller’s business strategy was to vertically integrate every aspect of the oil business (exploration, development, logistics, marketing) to assure an ongoing competitive advantage. His vehicles were not just mergers and acquisitions, though there were plenty of both along the way. Insight Center.

Incubator 8

Incubator Insurance Cost of Capital Competitive Advantage 8