Many combinations of organizations fail to achieve the value creation vision and stated objectives established by executive leadership teams. Why? There are several reasons, but one of the most significant is a lack of focus and priority-setting on behalf of the leadership team. Once a combination is executed the leaders run the risk of becoming too eager to capitalize on every potential synergy opportunity ... instead of focusing on the primary vision and objectives established prior to the combination. Top-notch executives are by nature intelligent, creative, competitive, confident, and driven to achieve ... which are strengths, but over-emphasized they may become weaknesses that could hinder the effectiveness of an executive leadership team.
When driving profitable growth via mergers and acquisitions what are effective organizational behaviors according to the experts?
(Mark L. Feldman and Michael P. Spratt) Five Frogs on a Log: A CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions And Gut Wrenching Change ...
"It is the time for financially driven, solidly pragmatic approach to accelerate change via ...
•Creating speed – accelerating the integration
•Ensuring executive alignment and commitment on clear, specific integration objectives
•Ruthlessly prioritizing to be clear on what you will NOT do – utilizing a rolling 100-day critical path action-plan linked to the value drivers of the combination
•Re-organizing – so you do not overload or lose key resources
•Executing a robust communication plan"
Considering a combination either internal or external to your organization? We can help you.
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