Walking the Talk Blog

Why you can never over-communicate during the M&A process

[fa icon="calendar'] 13-Dec-2016 12:36:05 / by Jerome Parisse-Brassens posted in mergers and acquisition, Mergers, Communication, Culture Management, M&A

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One of the great challenges in M&As and other deals concerns how people feel. As the various steps of a merger go on, most people will feel a combination of insecurity, anger, arrogance, feeling undervalued, and grieving. When people feel strong emotions, they are not always as rational as they would be if they didn’t have those emotions.

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How culture operates in the first 3 months

[fa icon="calendar'] 23-Nov-2016 15:11:45 / by Jerome Parisse-Brassens posted in mergers and acquisition, Culture, Mergers, team culture, Teams

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Two organisations come together.

 

Each group gets to see what the other looks like.  Specifically what you see are the behaviours, symbols and systems of the other organisation. They may look like you, even talk like you.  On the surface they may be in the same business, and therefore undertake the same activities.  But very quickly you will notice that they are not the same as you. 

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How to manage culture and emotions in an M&A

[fa icon="calendar'] 17-Nov-2016 17:11:00 / by Jerome Parisse-Brassens posted in mergers and acquisition, Managing culture, M&A, managing emotions, managing behaviours

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Mergers are a unique situation culturally. Consequently, you you have to manage culture in a different way during a merger or acquisition.

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Why culture must be on the M&A agenda from the very start

[fa icon="calendar'] 11-Nov-2016 12:25:36 / by Jerome Parisse-Brassens posted in mergers and acquisition, Mergers, culture managment, M&A

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Senior executives and deal team members are best placed, but often under-prepared, to drive effective cultural outcomes.

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Cultural Diligence: Make it a Priority

[fa icon="calendar'] 07-Nov-2016 11:42:43 / by Isely Associates International posted in mergers and acquisition, Mergers, M&A, Cultural diligence

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Make cultural diligence a priority to ensure that culture enables, rather than detracts from, merger success. These fundamentals, reinforced in content from earlier posts, are crucial in the strategy and early deal stages.

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