According to a Deloitte’s white paper on mergers and acquisitions, “culture was found to be the cause of 30 percent of failed integrations” (p.1). That’s very significant given today’s incredibly fast pace at which companies are combining and becoming multicultural. Here’s what I’d like you to do:
Pick one common high-risk point to successful integration mentioned in the Deloitte paper, e.g. decision- making, supply chain, internal brand, compensation programs, etc.
Compare this information to what we’ve learned so far about culture from Varner and Beamer?
Does it essentially concur or are there important differences? You may find Chpt. 5 on argumentation,
unwelcome and problem-solving messages, and channels helpful.
Do you have any related personal experience being part of a merger or acquisition where the integration was
less than successful? Anything that could have been done differently?
Don’t forget to include a couple specific references to our textbook to support your response.
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