There’s nothing particularly revelationary about the fact that an unsatisfactory number, if not a vast majority, of mergers and acquisitions fail. Despite this well-documented conundrum, little has been done thus far to alleviate the situation. Into this breach has bravely stepped Pfeiffer with Achieving Post-Merger Success: A Stakeholder’s Guide to Cultural Due Diligence, Assessment and Integration.
Like most reference material from the Pfeiffer stable, this work, penned by Carleton and Lineberry, is well researched, and designed to deliver useable tools to ‘the stakeholders’ as they term them in making a merger work. The focus of the authors is on the oft-overlooked cultural differences between the two wedding parties.
The book comes complete with a CD, which is filled with tools, checklists, case studies, worksheets and samples for simple reproduction or customisation. Readers are promised they will be able to profile and assess corporate cultures, identify culture clash barriers to a merger or acquisition and determine what to do to avoid, minimise and resolve culture clash.
Human Resources also predicts that the phrase ‘corporate due diligence’ will become another catch phrase that management consultants bandy about with impunity.
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