Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration - Tapa blanda

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J. Robert Carleton is co-founder and senior partner of Vector Group, Inc. and a director of Vector Data Services and Vector Europe, Ltd. He has worked in both the public and private sectors and has extensive experience as both a manager and consultant.

Claude S. Lineberry is co-founder and senior partner of Vector Group, Inc. He has worked for more than thirty years on a wide range of organizational issues with a variety of clients around the world.

De la contraportada

The "How-to" Guide for Assessing and Integrating Cultures that Will Create Successful Mergers and Acquisitions

"An early focus on culture integration, beginning with a solid cultural due diligence. was a critical success factor in our integration with Compaq. This book provides helpful models and tools for getting it right"
—Anne Murray Allen, lead, culture integration, Hewlett Packard

"Time and time again, mergers fail because of the lack of the new organization’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 to 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."
—Dr. 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. Geczy, 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

De la solapa interior

The How-to Guide for Assessing and Integrating Cultures that Will Create Successful Mergers and Acquisitions

An early focus on culture integration, beginning with a solid cultural due diligence. was a critical success factor in our integration with Compaq. This book provides helpful models and tools for getting it right
--Anne Murray Allen, lead, culture integration, Hewlett Packard

Time and time again, mergers fail because of the lack of the new organization'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 to 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.
--Dr. 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. Geczy, 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