By Mitchell Lee Marks
Simply as organisations have survived different recessions, they are going to come via this most modern one-but they are going to need assistance to get over it. during this publication, acclaimed writer and advisor Mitchell Marks deals the knowledge drawn from his a long time of expertise in assisting organisations climate and deal with the storms of mergers, acquisitions, and downsizing. Marks exhibits senior executives, group leaders, HR administrators, and specialists tips on how to get jaded staff again on target, hold them throughout the transition, and encourage them to accomplish at their most sensible. He presents finished tips on "transition management," explaining the way to strategy the recent and create a context for restoration. And he information easy methods to revitalize the total organization-the person spirit, groups and their functionality, and organizational systems.Mitchell Lee Marks (San Francisco, CA) is an self sustaining administration advisor focusing on supporting enterprises plan and enforce mergers, restructurings, and different transitions. He additionally consults in parts of CEO training, senior group improvement, HR improvement, and company tradition. formerly, he used to be senior director at Delta Consulting team and nationwide chair of the HR administration perform workforce at William H. Mercer, Inc.
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Extra resources for Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing
Even in Europe and Asia, where government regulations and corporate cultures have historically implied job security, organizations are downsizing. Despite the frequency of merger, acquisition, and downsizing activity, most organizational transitions are ﬁnancial and strategic failures. Repeated studies have shown that fewer than 25 percent of all mergers and acquisitions achieve their desired results—whether ORGANIZATIONAL MADNESS 11 measured by the share price of merger active ﬁrms, the extent to which anticipated synergies and savings are actually achieved, the retention of desired talent, or the eventual divestiture of a once desired target.
Yet executive attention must expand beyond strategic planning, research and development, and ﬁnancial engineering to the human side of recovery. As has been said for many years now, a human problem requires a human solution. And the impact of transitions has clearly resulted in a human problem for organizations and their leaders. Unintended Human Consequences In principle, a transition should enable an organization to improve its competitiveness without impairing its ability to execute its strategy.
And many mergers are done for reasons that have nothing to do with corporate strategy. An FTC survey of Wall Street bankers cited CEO ego as the number one reason driving merger and acquisition activity in the United States. Ego is not necessarily bad for doing a deal—you need a big ego to put big companies like AOL and Time Warner together or even to take a small ﬁrm and propel it to a larger size in one fell swoop. But cost cutting, bandwagoning, and ego satisfying are not sufficient for giving employees a compelling rationale for why they should sacriﬁce in the short run for hoped-for organizational enhancements in the long run.