70-90% of mergers and acquisitions fail to deliver*. How can you beat the odds?
It’s welcome news for the ambitious C-suite: Despite tenuous economic conditions, mergers and acquisitions (M&A) continue to soar.
If your company is part of a merger or acquisition, it means your hard work is paying off. But the euphoria of striking a deal quickly fades when you realize the hard work is just beginning.
Even the most exciting mergers and acquisitions bring disruption to organizations. With that disruption often comes mistrust, resistance to change, and cultural division.
The first casualty of mergers and acquisitions is trust.
Once trust is broken, the suspicion, disengagement, division, and fear that follow can spell disaster for your organization.
To successfully guide teams through these big changes, leaders must lean into authentic trust-building practices, effectively navigate difficult conversations and periods of uncertainty, and communicate openly to avoid paying the expensive “trust taxes” that often lead to a cultural unraveling.
Culture is often an afterthought when you’re leading the charge during a merger or acquisition.
But our decades of experience prove that, for successful M&As, a high-trust culture must be top-of-mind.
The risk of M&A failure is outrageously high—and building trust comes from the top. Facilitating a successful merger or acquisition requires leaders to inspire trust and instill vision during uncertain times. We’ve successfully guided thousands of organizations during key transitions. Learn how FranklinCovey’s leadership solutions can help you turn distrustful, divided team members into highly engaged and collaborative innovators.
If your company is part of a merger or acquisition, it usually means your hard work is paying off. However, the euphoria of striking a deal can quickly fade when you realize the hard work is only just beginning. Will your company flail, survive, or thrive post-M&A?
What exactly does organizational transformation entail? When is it the right step to take for your organization? And what are the essential steps for successful implementation? Armed with this knowledge, we’ll help you leverage transformation to fuel your growth.
Dr. Steven Neil Kaplan, professor at the University of Chicago Booth School of Business, delves into the qualities that define successful CEOs and the dynamics of mergers and acquisitions. Drawing from his extensive research in private equity, venture capital, and corporate governance.
When the time came for Constellation to merge with Curi Holdings, Inc, the Change course had already been implemented and teams knew how to successfully navigate this new dynamic together.
M&A Success Stories
Connect with our experts to navigate cultural integration, leadership alignment, and sustained success.
*https://hbr.org/Christensen, Clayton M., et al. The Big Idea: The New M&A Playbook. Harvard Business Review, Mar. 2011, https://hbr.org/2011/03/the-big-idea-the-new-ma-playbook.