What CEOs Must Do To Avoid The 83% Of Mergers And Acquisitions That Fail

What CEOs Must Do To Avoid The 83% Of Mergers And Acquisitions That Fail

The #1 job of a CEO is vision and values. That true for mergers & acquisitions (M&A) as well. Owning the vision means making sure the tactical merger & acquisition choice matches the overarching company strategy. Owning the values means making sure the merger or acquisition is culturally accretive.

Since 83% of mergers & acquisitions fail, we know most CEOs don’t get this right. Coupling that with knowing that 70%+ of value creation for growth-oriented private equity firms comes from inorganic growth leads to the conclusion that those that do get this right reap oversized rewards.

Why Apollo And Jim Lanzone Are Doomed To Fail With Yahoo

Why Apollo And Jim Lanzone Are Doomed To Fail With Yahoo

At this point, it’s fair to expect Yahoo’s employees to feel a lot like abused children. They don’t know who to follow or what to expect. Lanzone has to earn the right to lead before he leads. No one is going to follow him until they believe he’s going to survive. The trap Lanzone cannot fall into is assuming that what made him successful before will make him successful at Yahoo. It’s very different being the new kid on the block and moving into a house that’s already on fire.

Leading An Acquisition Integration? Be ‘Brave’

Leading An Acquisition Integration? Be ‘Brave’

We know that 83% of mergers fail. We keep doing them because the upside to success is so huge. That success comes only when the vision, values and integration are right. While the CEO must own the vision and values, having a separate integration process leader reduces risk and accelerates progress. You can best lead that integration with a BRAVE outside-in approach:

Environment – Understand the context and type of integration you’re leading.
Values – Clarify what matters and why to the CEO and other key stakeholders.
Attitude – Make choices around strategy, culture, organization, operations, and your own role over time.
Relationships – Build mutual trust and confidence with the top leadership team, the integration team, and the combined organization’s future leadership.
Behaviors – Accelerate to future capabilities.

Why Exxon’s New CFO Should Fail, But Won’t

Why Exxon’s New CFO Should Fail, But Won’t

On the one hand, it looks like everything is stacked against her. Almost any set of assumptions plugged into our onboarding risk calculator suggests she should run, not walk away from this situation. But she’s not going to fail for one simple reason. Exxon’s board and management team cannot let her fail as it works to fend off activist investor Engine No. 1.

How Returning To The Office Provides A Rare Chance To Redirect Your Cultural Evolution

How Returning To The Office Provides A Rare Chance To Redirect Your Cultural Evolution

Some define culture as “The way we do things here.” Others take more thorough and complex approaches. We suggest a BRAVE framework as a middle way – simple enough to be generally usable and robust enough to guide choices across behaviors, relationships, attitudes, values and environment.

Different sub-definitions of BRAVE may be appropriate for different organizations. Here’s one set to use as a starting point:

What Tyson’s Fifth CEO In Five Years Must Do To Earn Trust

What Tyson’s Fifth CEO In Five Years Must Do To Earn Trust

Tyson is replacing its CEO after eight months, accelerating its trend to shorter and shorter tenures of CEOs at Tyson. The new CEO, Donnie King needs to 1) Get at the ground truth. 2) Make no sudden changes. 3) Build capabilities step-by-step. Tyson CEO tenures have...

Your Employees Are Returning! Time For A Culture Change

Your Employees Are Returning! Time For A Culture Change

For the most part, cultures evolve with the speed of Teutonic plates. They’re sticky, hard to change. But, every-so-once-in-a-while there are earthquake-like sudden shifts: mergers or spin-offs – or a pandemic. As people return to the office, or not, figure out when...

Why Restoring Your Culture After The Pandemic Is Doomed To Fail

Why Restoring Your Culture After The Pandemic Is Doomed To Fail

One of the second-order effects of the pandemic has been damage to relationships – a pillar of any organization’s culture. Some will not be able to restore those relationships and their previous cultures. Some will. Both will fail as they get left in the dust by...

Culture Is The Collective Character Of A Society. Manage It Or Perish.

Culture Is The Collective Character Of A Society. Manage It Or Perish.

Whether your society is a company, family, tribe or country, its culture is the combination of the characters of its members. While some members have more influence, all have some. So, manage positive and negative deviation from true fit - especially when hiring and...

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