Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
July 2004, Pfeiffer
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--Anne Murray Allen, lead – culture integration, Hewlett Packard
“Time and time again, mergers fail because of the lack of the new rganization’s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a “How To” guide for assessing culture pre-merger and maximizing on it post-merger. This is a must read for anyone considering a merger, large or small.”
--Owen Garrick, MD, co-head – mergers and acquisitions, Novartis Pharmaceuticals
"This is an important contribution to an important field. The authors have provided lots of checklists and how-to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A's that do not wind up on the trash heap of ill-founded dreams that do not come true."
--Dr. Stephen H. Rhinesmith, author, The Manager's Guide To Globalization:; Six Keys For Success In A Changing World
"Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions."
--Geary A. Rummler, author, Improving Performance: How To Manage The White Space On The Organization Chart
"The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace."
--Dr. Christopher C. Ceczy, assistant professor of finance, The Wharton School
"This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues."
--Dr. Dale Brethower, professor emeritus, Western Michigan University