Micro Cap 11 Download Brochure Download

All property types across nearly all classes and segments changed by less than 15 basis points (bps).

Investors will be well advised to pay little heed to this newsa phenomenon known as headline risk.

So, rather than getting spooked by headlines, investors are best advised to ignore them because they have limited impact on their business.

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Executives have apparently concluded that the purveyors of traditional culture assessmentculture integration services dont add value.

During that time, organizations have grown far more sophisticated and skilled in their ability to execute the integration process.

The one area where companies still struggle, though, is in merging disparate cultures.

This is the black box of integration, the most complex problem that executives encounter in MA.

About the study Culture is a popular topic when people talk about merger issues, but little is known about actual practices.

This nationwide research project was designed to explore how acquiringmerging companies currently deal with the challenges of culture integration and culture change.

The study gathered data from senior executives in 133 organizations throughout the United States.

Our sampling covered a representative cross section of organizations of diverse types and sizes.

Percentagewise, the totals in the surveys four major categories should reasonably approximate the number of mergers and acquisitions occurring annually in the various sectors.

Another 71 hold key management positions in the HR function, while the remaining 25 are in a variety of other executive roles.

This broad spectrum of input provides a wide-angle look at the current perspectives and practices regarding culture in MA.

Micro Cap 11 Download Brochure Download

Download Brochure Download Brochure Corporate Culture Services: Culture Due Diligence Diagnostics Culture Architecting with Senior Executives Shaping Corporate Culture Training: The Mission Critical Approach to Culture Integration Culture Change Conclusions PRITCHETTs research offers important clues for cracking the code on culture in MA.

Heres what the data indicates: Theres a lot more talk than action on the culture front.

Executives pay lip service to the importance of culture in mergers.

Culture is the pauper when integration budgets are allocated.

Companies that do spend some time and money on cultural matters often proceed without a clear endgame in mind.

For example, culture data is gathered with no viable methodology for how it will be used.

Most culture assessment efforts are conducted too late to be of much value.

Theyre also too ad hoc, unstructured, sketchy, and haphazard.

In fact, they may very well cause more problems than they solve.

There is a clear lack of efficacy in the data-gathering process and how that information is utilized.

Companies rely on experts in the deal-making process, but then turn culture integration over to people who lack expertise in managing the intense political dynamics and psychological complexities involved.

Outside consultants have utterly failed at establishing credibility in this arena.