Recent political events have reminded me of a saying that I often use; "the only thing we can predict about people is that people are unpredictable". You may be wondering what I mean by this…
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.
It may seem the obvious thing to do, but many organisations undertaking M&A do not effectively articulate and communicate the business case that underpins their decision to merge or acquire. Often this results in unexpected business and cultural outcomes, and this should be central to your culture strategy in M&A.
Only by understanding overall business context and deal rationale is it possible to develop and execute a coherent culture strategy aligned to realizing value from a deal, as well as enabling future business outcomes for a combined organization.
The recent political events in the UK have reminded me of a saying that I often use; ‘the only thing we can predict about people is that people are unpredictable’. You may be wondering what I mean by this…
I’m fascinated by the behaviours of people. What we can learn from observing them–especially in organisations.
And so I found myself wondering, in the midst of one the most historic votes in Europe’s history: 'What if the EU were an organisation and Britain one of its business units? What advice would I be giving them?'