How to Manage Emotions in Mergers

 

This post is by Jerome Parisse, originally published on the Walking the Talk website.  It is one in a series that Jerome and I are putting together to introduce a unique Culture Masterclass for M&A Executives, developed jointly by Isely Associates International and Walking the Talk. 

Mergers are a unique situation culturally. 

During a merger or acquisition you have to manage culture in a different way.  Mergers accentuate cultural issues, which might have simmered along unnoticed in a ‘business as usual’ scenario.  Anyone who has been holding lingering doubts about whether there really is such a thing as culture will have no doubt after living through the first few months of a merger or acquisition.  Culture will jump up and hit you in the face!

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Put Culture on M&A Agenda from the Start

 

This post is by Jerome Parisse, originally published on the Walking the Talk website.  It is one in a series that Jerome and I are putting together to introduce a unique Culture Masterclass for M&A Executives, developed jointly by Isely Associates International and Walking the Talk. 

 

Senior executives and deal team members are best placed, but often under-prepared, to drive effective cultural outcomes.

Environmental cues for expected behaviour

Culture – “patterns of behavior encouraged or tolerated by people and systems over time” – is created from the messages people receive about what is valued in an organisation. And these messages come from three different channels: behaviours (what is role modeled, our actions), symbols (those small things that send a strong message, such as how a business spends time and budget), and systems and processes (anything from budgeting to performance management, measures of success, promotions and talent management).  Decisions made send a message via one or several of those three channels. Continue reading

Cultural Diligence in Mergers: Make it a Priority

Make cultural diligence a priority to ensure that culture enables, rather than detracts from, merger success.  These fundamentals, reinforced in content from earlier posts, are crucial in the strategy and early deal stages.

Start with culture capability

How do your executive and deal teams stack up on culture capability basics? If you can’t answer and emphatic “yes” to the following four questions work remains to be done.

  • Can every team member articulate clearly your organisation’s business strategy?
  • Can every member articulate clearly your deal rationale, strategy and approach, in the context of the business strategy?
  • Is there at least one deal team member that can communicate effectively with the others about your own organisation’s culture – current situation and future desired culture?
  • Does everyone on the team understand the effect organisation culture will have on business and deal outcomes?

It is important that deal team members know what to look out for culturally – ideally before any interactions between deal team members and a potential partner take place, Continue reading

How to start

INTRODUCTORY OFFER
M&A Capability Review

Take this time-limited opportunity to kick start preparation for your upcoming deal. Underway already? Use this offer to check progress and stay on track.