Most business mergers and acquisitions fail to live up to the hopes and objectives that originally brought the two companies together. The synergies imagined in the run-up to the merger 1 fail to emerge, the two companies never really learn to operate as one coherent entity, and a host of strategic and interpersonal factors erode the new company's competitive edge and lead to diminished financial returns.
Executive Report
The People Side of Successful Mergers and Acquisitions
By Moshe Cohen
Posted April 30, 2007 | Leadership | Leadership |
About The Author
Moshe Cohen is President of The Negotiating Table, a firm that provides mediation services to people in conflict as well as negotiation and conflict management training. Since founding the firm in 1995, Mr. Cohen has mediated hundreds of disputes in a variety of settings and in a multitude of topic areas, including workplace and employment disputes, discrimination complaints, torts, civil litigation, landlord-tenant evictions, divorce, family,… Read More
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