Why should you care about what makes mergers work?

original article

MIT Sloan Management Review
Making Mergers Work
September 18, 2012
Hamid Bouchikhi and John R. Kimberly

from en.wikipedia.org
from en.wikipedia.org

This article was awarded the prize for most outstanding MIT SMR article on planned change and organizational development. “The authors examine why mergers and acquisitions so often fail to achieve the results and synergies they promise. The article argues that much of the difficulty lies in the failure of executives of the acquiring company to seriously consider the quite different ways that not only operational but also psychological integration between previously separate corporate entities can be achieved.”

So why should you read this article about what makes mergers work?  And endure the free sign up process necessary to access the journal? Because even if you are in an academic institution you will be on one end or another of a merger. Think about the re-organizations, re-structurings and new service creation that is going on in order to re-establish the value proposition of the library to its university or its citizenry. All of those have the characteristics that come up in a merger even if the action is integrating a branch library or  amalgamating two departments to deliver a new service. This is a pretty pragmatic article that emphasizes the importance to success of managing identity integration. Which is it – assimilate, federate, confederate or metamorphose? (Michalko)


Tweet about this on TwitterShare on TumblrShare on LinkedInShare on FacebookBuffer this pageShare on Google+Email this to someone

Leave a Reply

Your email address will not be published. Required fields are marked *