Chapter ThreeIntegration Begins with Due Diligence
One of the most important parts of making a deal successful after you complete it is what you do before you complete it.
“If we'd known what your culture was really like, we never would have done the deal!”
The CEO had lobbed this comment across the dinner table at the CEO of the newly acquired company, like an artillery shell aimed for maximum effect. The remark launched an intense debate, in which it became clear that the two executives had never truly considered, until it was too late, the immense impact of issues that were far too important to leave to speculation.
In an era of widespread acknowledgment that mergers entail disproportionate risks and failures, what is surprising is not ...
Get The Complete Guide to Mergers and Acquisitions: Process Tools to Support M Integration at Every Level, 3rd Edition 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.
