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Mergers = leadership, performance an...

Fubini, David, (1954-)

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Mergers = leadership, performance and corporate health /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Mergers/ David Fubini, Colin Price and Maurizio Zollo.
其他題名:	leadership, performance and corporate health /
作者:	Fubini, David,
其他作者:	Price, Colin.
出版者:	Houndmills, Basingstoke, Hampshire ;Palgrave Macmillan, : 2007.,
面頁冊數:	1 online resource (x, 143 p.)
內容註:	The Elusive Healthy Merger -- Creating the New Company at the Top -- Communicating the Corporate Story -- Establishing a New Performance Culture -- Championing External Stakeholders -- Fostering Momentum and Learning -- Shaping Your Leadership Role.
標題:	Consolidation and merger of corporations - Management. -
電子資源:	http://link.springer.com/10.1057/9780230800755An electronic book accessible through the World Wide Web; click for information
ISBN:	9780230800755

Mergers = leadership, performance and corporate health /
Fubini, David,1954-

Mergersleadership, performance and corporate health /[electronic resource] :David Fubini, Colin Price and Maurizio Zollo. - Houndmills, Basingstoke, Hampshire ;Palgrave Macmillan,2007. - 1 online resource (x, 143 p.)

Includes bibliographical references (p. 132-133) and index.

The Elusive Healthy Merger -- Creating the New Company at the Top -- Communicating the Corporate Story -- Establishing a New Performance Culture -- Championing External Stakeholders -- Fostering Momentum and Learning -- Shaping Your Leadership Role.

How can CEOs and other senior managers define a merger leadership role for themselves that adds significant value to the work of integration teams? While merger catastrophes continue to grab headlines, a small but growing number of companies have learned to avoid the common mistakes and to reliably achieve respectable outcomes for their mergers and acquisitions. These companies have built deep integration capabilities that give them a major head start each time. However, many of the CEOs of these advanced integrators remain dissatisfied. Their mergers may have been successful in the narrow terms of synergy realization and other short-term project goals, but from a wider perspective they were less healthy for their organization than they could have been. Particularly frustrating for many of these CEOs is the fact that they remain unsure what they themselves could do differently the next time. The authors of the present volume have thoroughly researched this critical but widely neglected need. Drawing on their own extensive integration experience, on that of almost thirty executives, on the systematic analysis of 167 mergers, and on cutting edge academic research, they identify five common leadership challenges to be tackled for the achievement of what we call {esc}b3{esc}scorporate health{esc}b4{esc}s, the most thorough and sustainable test of merger success: 1) Create the new company at the top before the close 2) Place the merger communications within the context of the corporate story 3) Develop the performance culture needed for the new company 4) Become an active champion for crucial external stakeholders 5) Identify the need for and undertake integration-critical learning in real time.

ISBN: 9780230800755

Standard No.: 10.1057/9780230800755doi

Source: 283759Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

671006
Consolidation and merger of corporations
--Management.Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: HD2746.5 / F83 2007eb

Dewey Class. No.: 658.1/62

Mergers = leadership, performance and corporate health /
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520 $a How can CEOs and other senior managers define a merger leadership role for themselves that adds significant value to the work of integration teams? While merger catastrophes continue to grab headlines, a small but growing number of companies have learned to avoid the common mistakes and to reliably achieve respectable outcomes for their mergers and acquisitions. These companies have built deep integration capabilities that give them a major head start each time. However, many of the CEOs of these advanced integrators remain dissatisfied. Their mergers may have been successful in the narrow terms of synergy realization and other short-term project goals, but from a wider perspective they were less healthy for their organization than they could have been. Particularly frustrating for many of these CEOs is the fact that they remain unsure what they themselves could do differently the next time. The authors of the present volume have thoroughly researched this critical but widely neglected need. Drawing on their own extensive integration experience, on that of almost thirty executives, on the systematic analysis of 167 mergers, and on cutting edge academic research, they identify five common leadership challenges to be tackled for the achievement of what we call {esc}b3{esc}scorporate health{esc}b4{esc}s, the most thorough and sustainable test of merger success: 1) Create the new company at the top before the close 2) Place the merger communications within the context of the corporate story 3) Develop the performance culture needed for the new company 4) Become an active champion for crucial external stakeholders 5) Identify the need for and undertake integration-critical learning in real time.
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