If 75 percent of all mergers fail, what makes the other 25
percent succeed?
Mergers, acquisitions, and alliances are more vital today than
ever before in driving business success. This indispensible guide
offers proven strategies and sound solutions to the multitude of
integration issues that inevitably arise, and shows how to create a
combined business that meets its strategic and financial
objectives, competes better, and offers personal and organizational
enhancements. Dubbed ‘merger mavens’ by Fortune magazine, the
authors report lessons learned from their experience in over 100
combinations. Executives, managers, and employees alike–in all
industries and sectors–will find useful examples, strategies,
and tools here.
Praise for Joining Forces
‘This book will help both M&A veterans and those new to the
game. The authorsprovide great insights into the human, cultural,
organizational, and strategic factors that matter in M&A
success.’–Richard Kovacevich, chairman and CEO emeritus, Wells
Fargo & Co.
‘Don’t commit to the merger or acquisition without them! I have
personally witnessed how hard it is on everyone–employees,
shareholders, communities, and especially executives–to work
through an improperly managed merger. I have known Marks and Mirvis
for almost twenty-five years and the only mistake our organization
made was that we did not consult them soon enough. Their new book
reflects unequalled experience and intellect. Don’t merge, acquire,
or be acquired without it!’–Michael R. Losey, CEO (emeritus),
Society for Human Resources Management (SHRM)
‘Joining Forces is a terrific resource for managers who want to
understand thehuman dynamics of mergers and acquisitions, and a
must-read for those who have to lead their companies through one.
It is based on the latest research and providespractical insights
and advice from authors who know M&A inside out.’ –Edward
E. Lawler III, Distinguished Professor of Business, Marshall School
of Business, University of Southern California
Table of Content
Preface.
The Authors.
I Creating Value in Mergers, Acquisitions, and
Alliances.
1 The Elusive Equation.
2 What Goes Wrong and How to Make It Right.
II The Precombination Phase.
3 Strategic and Operational Preparation.
4 Psychological Preparation.
Precombination Checklist.
III The Combination Phase.
5 Leading the Combination.
6 Putting Companies Together–The Transition Structure.
7 Managing People through the Transition.
8 Easing the Clash of Cultures.
Combination Checklist.
IV The Postcombination Phase.
9 Building the New Organization and Culture.
10 Joining People and Teams Together.
11 Damage Control and Recovery.
Postcombination Checklist.
V Building M&A Competence.
12 Tracking and Learning from the Combination.
13 Joining Forces–Building M&A Competency.
Endnotes.
Index.
About the author
Mitchell Lee Marks is an internationally recognized expert on
corporate transitions (including mergers, acquisitions, alliances,
downsizings, and restructurings), corporate culture, leadership
development, and executive teambuilding. He is a member of the
faculty of the College of Business at San Francisco State
University and leads Joining Forces.org, a change management
consulting firm.
Philip H. Mirvis is an organizational psychologist whose
research and practice concerns large-scale organizational change,
global corporate responsibility, and the changing character of the
workforce and workplace. He has been an advisor to companies on
five continents and has authored ten books and over 100 scholarly
and practitioner articles.
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