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Atricle Dump - Intercultural Synergy in Mergers & Acquisitions
Soda vending machines come in a number of sizes. You can get soda vending machines in a system that holds just four or six selections, or you can get machines that dispense dozens upon dozens of cans. Choose a smaller size if you’re looking to save money or space. Choose a larger size if you think the customers will be diverse enough in their tastes, and if you think total traffic will merit the greater number of selections.Soda vending machines can be the closed-box type, where y
Such discourse is highlighting the need for more intercultural training both within the framework of mergers and acquisitions and for key personnel such as managers and HR departments. In both instances culture is being ignored rather than being embraced and used positively.
Piero Morosini, author of Managing Cultural Differences: Effective Strategy a
Why is the Federal Trade Commission harassing the Franchising Industry? Their new rulemaking ploy to gain notoriety and status is obviously another agency attempt to spotlight themselves in the media to look like they are doing something. This helps the FTC with keeping their large budget going and the tactics of PR and puffery are well known to those industries that are regulated by the FTC. The latest franchise rulemaking going on now is just more over regulation and minutia piled on t
The number of mergers and acquisitions involving US companies alone in 2004 reached 376 with an aggregate total paid of US$22.64 billion. In comparison, in 2003, the total amount paid was US$12.92 billion.
However, statistics show that the failure rate of most mergers and acquisitions lies somewhere between 40-80%. If one were to define ‘failure’ as failure to increase shareholder value then statistics show these to be at the higher end of the scale at 83% (Cnnfn.com 1999). The facts highlight a worryingly poor success rate for international mergers and acquisitions. Why?
Many business commentators are now acknowledging that failure does not have its roots simply in financial, monetary and legal issues but in lack of intercultural synergy. Research suggests that up to 65% of failed mergers and acquisitions are due to ‘people issues’, i.e. intercultural differences causing communication breakdowns that result in poor productivity.
A recent example of such intercultural failure has been that of DaimlerChrysler. Both sides in the partnership set out to show that intercultural hurdles would and could be overcome in their global merger. Recent articles in the Wall Street Journal and Business Week suggest however that DaimlerChrysler underestimated the influence of culture, and due to culture clash, almost two years later is still struggling to become a unified global organization.
Such discourse is highlighting the need for more intercultural training both within the framework of mergers and acquisitions and for key personnel such as managers and HR departments. In both instances culture is being ignored rather than being embraced and used positively.
Piero Morosini, author of Managing Cultural Differences: Effective Strategy an
One of the most powerful business marketing tools out there is on paper. These include pamphlets, portfolios, and business cards. Using all of them is a plus, but business cards remain the cheapest (and arguably most important) way to market your business. Launching a business requires money from the start, and many may seek to cut corners and save whenever appropriate without sacrificing the integrity of their business. Plus, with inevitable changes to contact information and design for
Many business commentators are now acknowledging that failure does not have its roots simply in financial, monetary and legal issues but in lack of intercultural synergy. Research suggests that up to 65% of failed mergers and acquisitions are due to ‘people issues’, i.e. intercultural differences causing communication breakdowns that result in poor productivity.
A recent example of such intercultural failure has been that of DaimlerChrysler. Both sides in the partnership set out to show that intercultural hurdles would and could be overcome in their global merger. Recent articles in the Wall Street Journal and Business Week suggest however that DaimlerChrysler underestimated the influence of culture, and due to culture clash, almost two years later is still struggling to become a unified global organization.
Such discourse is highlighting the need for more intercultural training both within the framework of mergers and acquisitions and for key personnel such as managers and HR departments. In both instances culture is being ignored rather than being embraced and used positively.
Piero Morosini, author of Managing Cultural Differences: Effective Strategy a
As an immigrant myself, I understand the hopes, fears, dreams and unique problems faced by immigrants, no matter where they are in the world. Immigrants often face challenges that only other immigrants can understand. Often their qualifications are not accepted or they have no local experience, so they accept whatever they can get. Having worked with hundreds of immigrants, I know how hard it is to start all over again.Immigrants don’t always understand the culture in their new ho
A recent example of such intercultural failure has been that of DaimlerChrysler. Both sides in the partnership set out to show that intercultural hurdles would and could be overcome in their global merger. Recent articles in the Wall Street Journal and Business Week suggest however that DaimlerChrysler underestimated the influence of culture, and due to culture clash, almost two years later is still struggling to become a unified global organization.
Such discourse is highlighting the need for more intercultural training both within the framework of mergers and acquisitions and for key personnel such as managers and HR departments. In both instances culture is being ignored rather than being embraced and used positively.
Piero Morosini, author of Managing Cultural Differences: Effective Strategy a
Do you own a small or medium sized business? Then you know that obtaining business financing in Canada has not been an easy task. Until very recently, the Canadian business financing scene was dominated by banks and large institutions. They were always willing to provide business loans and credit to large businesses. But what about small and medium sized business owners, who could not easily qualify for a business loan?Until recently, you were out of luck. But this is changing, no
Such discourse is highlighting the need for more intercultural training both within the framework of mergers and acquisitions and for key personnel such as managers and HR departments. In both instances culture is being ignored rather than being embraced and used positively.
Piero Morosini, author of Managing Cultural Differences: Effective Strategy a
More women are leaving the corporate world to become entrepreneurs. For the past two decades, majority women-owned firms have continued to grow at around two times the rate of all firms. According to the Center for Women's Business Research, the number of majority women-owned businesses increased 42% between 1997 and 2006.One of the concerns faced by a woman business owner is finding the money to start or grow her business. While some women-owned businesses are funded through a sm
Such discourse is highlighting the need for more intercultural training both within the framework of mergers and acquisitions and for key personnel such as managers and HR departments. In both instances culture is being ignored rather than being embraced and used positively.
Piero Morosini, author of Managing Cultural Differences: Effective Strategy and Execution Across Cultures in Global Corporate Alliances, emphasizes that "misunderstood national cultural differences have been cited as the most important factors behind the high failure rate of global JVs [joint ventures] and alliances."
Morosini argues that when intercultural differences are ignored during the evaluation and negotiation stages of a merger, integration inevitably fails. He adds that the manner in which an organization handles intercultural challenges is directly correlated with the performance of the merger in the post-integration stage and can mean the difference between long-term success or failure.
If intercultural understanding is to be recognised within the systems of processes of mergers and acquisitions, staff training is critical. It is the leaders, managers and HR personnel of companies that must have intercultural competency. However, it appears that companies are not investing enough in intercultural, or for that matter any, training.
In the Business Energy Survey, October 2004 (Adecco and Chartered Management Institute) where 1,500 managers were surveyed only a third had received training in the last 12 months. If management are receiving such low levels of support one can assume that other functions are receiving as much or even less.
Companies must start to become more aware of these deficiencies and their possible future impacts. If the mergers and acquisitions of the future are to prove fruitful , companies must design and implement comprehensive intercultural training pro
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