COLLECTIVE PRACTICES (SOURCE FOUR)
The interviewee is the executive vice president of sales and marketing.
I have read about the high failure rates of mergers, and it seems that we need to go into this with our eyes wide open. What did the organizations that successfully merged do that the others did not? I'm sure it is important to assess the leaders in the two organizations—do we have the skill and the experience bank to sustain the new enterprise? We also have to look at the technical strengths of each company. For example, what functions might the other organization excel at that we don't, and vice versa? What's less clear to me are some of the intangibles. For instance, what are some of the perhaps taken-for-granted practices and assumptions ...
Get Leadership in Action: Getting to the Source: Four Perspectives on Leadership now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
