Leading through acquisition transition

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 aftershocks

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.

Also read about executive transitions in a series by Ajit Kambil published on DUPress.com.