The human factor in mergers, acquisitions, and transformational change / Muhammad Rafique.

Chapter 1. Introduction -- Chapter 2. Rear-view mirror perspective -- Chapter 3. Importance of understanding and being responsive to emotions -- Chapter 4. Mentoring -- Chapter 5. Coaching in transformational change -- Chapter 6. Using coaching to embed training -- Chapter 7. Time-line model 1 -- Chapter 8. Time-line model 2.

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Mergers and acquisitions have been used for many decades to improve efficiency, value generation, cost savings, and increasing market share. However, historically, 70 to 90 percent of these mergers and acquisitions fail or fail to achieve the holistic objectives. Over ambitious management, lack of strategic oversight, inaccurate valuation, unforeseen economic factors, and mishandling of integration obstacles generally lead to merger or acquisition failures. In this book, we focus on integration obstacles, specifically human emotions, and postmerger resource management. Dedicated staff are an invaluable asset for any organization but when the uncertainty caused by potential change such as merger, acquisition, or restructuring creeps in, the performance is significantly impacted. Senior management focus on organizational challenges and staff feel neglected, under-valued, and ill-informed or even worse, misinformed.

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