Leading Through Transition
Perspectives on the people side of mergers & acquisitions.
This collection of articles explores many of the common people-related integration challenges organizations are likely to face during an M&A transaction, and offers recommendations to help executive leadership get it right for Day One and beyond.
People-related integration challenges
Section 1: Due diligence
Top 10 myths of human capital due diligence
Avoiding the pitfalls of the myths of human capital due diligence can help your company increase the likelihood of achieving the expected strategic goals from M&A transactions.
Anatomy of acquisitions
The contributions of human resource (HR) to the early stages of a merger and acquisition may be compromised or overlooked if the right competencies aren’t in place.
Where is HR?
Discover the four-step approach that should be considered to build a respected HR team that will help your organization capture people-related value in a merger or acquisition.
Section 2: Integration management
Taking the lead during a merger
How leaders choose to communicate to employees during a merger is a key element in realizing the value of the deal. Employees, after all, will implement the changes to realize the merger vision.
Stacking the deck
Explore the benefits of intelligent integration and the three-pronged approach that can significantly improve a company’s chances for success in every phase of the merger lifecycle.
Thriving in a pressure cooker
Leadership of the merger integration team is a highly visible and challenging task. Effective leadership can both facilitate planning and execution of a smooth transition as well as capture the value promised to the stakeholders.
Getting past the hostility
Acquiring an organization through hostile takeover presents unique organizational and people challenges. Yet there are people management strategies that can help executive leadership increase the probability of retaining top talent, delivering growth and capturing synergies.
Section 3: Integration
Human resource management handbook for acquisitions
HR management has several essential functions in the execution and delivery of an acquisition or divestiture.
Effective leadership transition
To prevent the costly turnover of valued employees and serious morale and productivity problems, an effective leadership team needs to be aware of the implications of ownership change and take actions to overcome any challenges.
Cultural issues in M&A
Understanding the impact of cultural issues during the integration of two companies is critical. Explore ways to harness culture to maximize value creation and achieve post-merger integration objectives.
Beyond HR integration
Key factors organizations should consider while determining exactly how much HR transformation to undertake during the course of merger integration.
The art & science of executive selection
Five key steps to consider while selecting the leadership team that will champion and lead transformational change during the post-merger journey.
The leadership journey
During a M&A transition, building a cohesive leadership team can help capture value, cultivate cohesion, and create growth through positive employee and customer experiences.
Section 4: Post-merger integration
Merger announcements can cause a frenzy of activity. Actions to stabilize an organization after a merger announcement are key to achieving expected results.
Merger aftershocks II
A new set of people challenges emerges with the birth of a newly combined company. Actions to get people working together can help capture the full value of the merger deal.
Retention after a merger
Explore tangible steps organizations and managers should consider in their efforts to effectively reduce turnover during a merger or acquisition.
Section 5: Divestiture
The transition from "big to smaller"
Going through a divestiture presents a unique set of both challenges and benefits. Tailoring human resources and people management strategies through the transition can improve customer service, positively impact employee morale, minimize disruption and redefine organization structure.
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