Achieving Post-Merger Success (PDF)

List of Figures, Exhibits, and Worksheets. Contents of the CD-ROM. Acknowledgments. Preface. Introduction. PART ONE: Mergers, Acquisitions, and Organizational Effectiveness. 1. Mergers, Acquisitions, and Organizational Culture. The M&A Report Card. M&A Failure Costs. Why Mergers and Acquisitions Really Fail. Organizational Culture and Culture Clash. A Case Study in Managing Culture--British Airways. The Prevailing Wisdom Is Wrong. Culture as the Culprit. Defining Organizational Culture. Culture and Performance--The Hard Data. National Versus Organizational Culture. 2. The Organization as a System. System Awareness. The Individual as a Performance System. Winning the Battle While Losing the War. Cross-Functional Teamwork. Management and the System. Synthesis Before Analysis. Culture Is Not a System Component. 3. Organizational System Alignment. A Systemic Approach. Getting the Balance Right. An Organizational System Model. Checking the Vital Signs. PART TWO: Cultural Due Diligence and Assessment. 4. Overview of Cultural Due Diligence. Cultural Due Diligence. The Case for Cultural Due Diligence. Off-the-Shelf vs. Customized Cultural Assessment. Characteristics of a Customized CDD Model. CDD Deliverables. Due Diligence and Legal Restrictions. Pre Letter of Intent/Acceptance Activities. Assessing Degree of Difficulty of Cultural Integration. Getting It Right--The Hewlett-Packard/Compaq Merger. 5. Performing Cultural Due Diligence. The CDD Process. Cultural Assessment. Drafting the Cultural Alignment and Integration Plan. PART THREE: Cultural Alignment and Integration. 6. Aligning and Integrating the Executive Group. Planning Cultural Alignment and Integration. Aligning the Organization. Discussing Results and Recommendations with CEO. Aligning and Integrating the Executive Group. Issues-Based Team Building for the New Executive Team. 7. Aligning the Management Group. Gaining Clarity on Organizational Direction. Values and Practices. Gaining Agreement on Values and

J. Robert Carleton is co-founder and senior partner of
Vector Group, Inc. and a director of Vector Data Services and
Vector Europe, Ltd. He has worked in both the public and private
sectors and has extensive experience as both a manager and
consultant.

Claude S. Lineberry is co-founder and senior partner of
Vector Group, Inc. He has worked for more than thirty years on a
wide range of organizational issues with a variety of clients
around the world.

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