Review
"An early focus on culture integration beginning with a solid cultural due diligence was a critical success factor in our successful integration with Compaq. This book provides helpful models and tools for getting it right”
--Anne Murray Allen, lead – culture integration, Hewlett Packard

“Time and time again, mergers fail because of the lack of the new rganization’s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a “How To” guide for assessing culture pre-merger and maximizing on it post-merger. This is a must read for anyone considering a merger, large or small.”
--Owen Garrick, MD, co-head – mergers and acquisitions, Novartis Pharmaceuticals

"This is an important contribution to an important field.  The authors have provided lots of checklists and how-to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A's that do not wind up on the trash heap of ill-founded dreams that do not come true."
--Dr. Stephen H. Rhinesmith, author, The Manager's Guide To Globalization:; Six Keys For Success In A Changing World

"Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions."
--Geary A. Rummler, author, Improving Performance: How To Manage The White Space On The Organization Chart

"The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace."
--Dr. Christopher C. Ceczy, assistant professor of finance, The Wharton School

"This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues."
--Dr. Dale Brethower, professor emeritus, Western Michigan University


Book Description
“The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary,” say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal—board of directors, executives, managers, employees, and shareholders—and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to

· Profile and assess corporate cultures

· Identify potential or actual culture clash barriers to a merger or acquisition

· Determine what to do to avoid, minimize, and resolve culture clash

· Plan for efficient and effective post-merger cultural integration of the two organizations


Download Description
“The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary,” say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal—board of directors, executives, managers, employees, and shareholders—and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to

· Profile and assess corporate cultures

· Identify potential or actual culture clash barriers to a merger or acquisition

· Determine what to do to avoid, minimize, and resolve culture clash

· Plan for efficient and effective post-merger cultural integration of the two organizations


Book Info
Guide gives stakeholders the tools they need to profile and assess corporate cultures; identify potential or actual cultural clash barriers to a merger or acquisition; determine what to do to avoid, minimize, and resolve culture clash; and plan for efficient and effective post-merger cultural integration of the two organizations. DLC: Consolidation and merger of corporations.


From the Inside Flap
Daimler—Chrysler, AOL—Time Warner . . . every week, or so it seems, the business press features yet another report on the failure of a business merger or acquisition. M&As continue to explode in number and size and yet studies conclude that the vast majority of these mergers and acquisitions–up to seventy-five percent by some estimates–do not achieve their goals. More than half of these failed deals are unsuccessful because of two fundamental problems: "cultural clash" between the organizations involved and inadequate post-merger integration planning. "The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal–board of directors, executives, managers, employees, and shareholders–and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to Profile and assess corporate cultures Identify potential or actual culture clash barriers to a merger or acquisition Determine what to do to avoid, minimize, and resolve culture clash Plan for efficient and effective post-merger cultural integration of the two organizations In addition to the fiscal and legal due diligence that is traditionally applied to M&As, the authors’ proven Cultural Due Diligence Model adds an invaluable element to the process by focusing proactively on corporate culture before the merger takes place. Lineberry and Carleton also outline their successful post-merger Cultural Integration and Alignment process detailing what to do after the deal is made. Step-by-step, they explain what to do, in what sequence, and why. This process not only helps the organizations avoid culture clash and integration problems but focuses on bringing the best of both organizations to the newly formed enterprise. Designed to be a hands-on resource, Achieving Post-Merger Success and the accompanying CD-ROM are filled with operational-level tools, checklists, case studies, worksheets, and samples for simple reproduction or customization.


From the Back Cover
The "How-to" Guide for Assessing and Integrating Cultures that Will Create Successful Mergers and Acquisitions "An early focus on culture integration, beginning with a solid cultural due diligence. was a critical success factor in our integration with Compaq. This book provides helpful models and tools for getting it right" –Anne Murray Allen, lead, culture integration, Hewlett Packard "Time and time again, mergers fail because of the lack of the new organization’s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a "how-to" guide for assessing culture pre-merger and maximizing on it post-merger. This is a must read for anyone considering a merger, large or small." –Owen Garrick, MD, co-head, mergers and acquisitions, Novartis Pharmaceuticals "This is an important contribution to an important field. The authors have provided lots of checklists and how-to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A’s that do not wind up on the trash heap of ill-founded dreams that do not come true." –Dr. Stephen H. Rhinesmith, author, The Manager’s Guide to Globalization: Six Keys to Success In a Changing World "Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions." –Dr. Geary A. Rummler, author, Improving Performance: How to Manage the White Space on the Organization Chart "The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace." –Dr. Christopher C. Geczy, assistant professor of finance, The Wharton School "This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues." –Dr. Dale Brethower, professor emeritus, Western Michigan University


About the Author
J. Robert Carleton is co-founder and senior partner of Vector Group, Inc. and a director of Vector Data Services and Vector Europe, Ltd. He has worked in both the public and private sectors and has extensive experience as both a manager and consultant.

Claude S. Lineberry is co-founder and senior partner of Vector Group, Inc. He has worked for more than thirty years on a wide range of organizational issues with a variety of clients around the world.

FROM THE PUBLISHER

Daimler-Chrysler, AOL-Time Warner ... every week, or so it seems, the business press features yet another report on the failure of a business merger or acquisition. M&As continue to explode in number and size and yet studies conclude that the vast majority of these mergers and acquisitions -- up to seventy-five percent by some estimates -- do not achieve their goals. More than half of these failed deals are unsuccessful because of two fundamental problems: "cultural clash" between the organizations involved and inadequate post-merger integration planning. "The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal -- board of directors, executives, managers, employees, and shareholders -- and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need.

In addition to the fiscal and legal due diligence that is traditionally applied to M&As, the authors' proven Cultural Due Diligence Model adds an invaluable element to the process by focusing proactively on corporate culture before the merger takes place. Lineberry and Carleton also outline their successful post-merger Cultural Integration and Alignment process detailing what to do after the deal is made. Step-by-step, they explain what to do, in what sequence, and why. This process not only helps the organizations avoid culture clash and integration problems but focuses on bringing the best of both organizations to the newly formed enterprise. Designed to be a hands-on resource, Achieving Post-Merger Success and the accompanying CD-ROM are filled with operational-level tools, checklists, case studies, worksheets, and samples for simple reproduction or customization.

SYNOPSIS

The "How-to" Guide for Assessing and Integrating Cultures that Will Create Successful Mergers and Acquisitions

"An early focus on culture integration, beginning with a solid cultural due diligence. was a critical success factor in our integration with Compaq. This book provides helpful models and tools for getting it right" –Anne Murray Allen, lead, culture integration, Hewlett Packard

"Time and time again, mergers fail because of the lack of the new organization’s ability to integrate the human capital. Typically, not much more than lip service is given to combining the two organizational cultures beforehand. It never shows up in spreadsheets and rarely in integration Gantt charts. Carleton and Lineberry provide a "how-to" guide for assessing culture pre-merger and maximizing on it post-merger. This is a must read for anyone considering a merger, large or small." –Owen Garrick, MD, co-head, mergers and acquisitions, Novartis Pharmaceuticals

"This is an important contribution to an important field. The authors have provided lots of checklists and how-to guides that show their enormous experience in the area and provide an excellent roadmap for others who are interested in M&A’s that do not wind up on the trash heap of ill-founded dreams that do not come true." –Dr. Stephen H. Rhinesmith, author, The Manager’s Guide to Globalization: Six Keys to Success In a Changing World

"Lineberry and Carleton have laid out a rational approach to a critical aspect of business which more times than not, falls prey to irrational and impetuous behavior. Stockholders, employees and customers alike will benefit tremendously from the wise implementation of these ideas in future mergers and acquisitions." –Dr. Geary A. Rummler, author, Improving Performance: How to Manage the White Space on the Organization Chart

"The purpose of this book is to provide managers with tools for targeting cultural problems as the primary culprit in M&A failure and to provide a general guide to cultural due diligence and integration. It certainly fulfills this purpose, one that is unique in the marketplace." –Dr. Christopher C. Geczy, assistant professor of finance, The Wharton School

"This book could and should become a major influence in the field of mergers and acquisitions and in the field of performance improvement. The authors have a unique ability to relate business issues to cultural issues and cultural issues to business issues." –Dr. Dale Brethower, professor emeritus, Western Michigan University

Daimler—Chrysler, AOL—Time Warner . . . every week, or so it seems, the business press features yet another report on the failure of a business merger or acquisition. M&As continue to explode in number and size and yet studies conclude that the vast majority of these mergers and acquisitions–up to seventy-five percent by some estimates–do not achieve their goals. More than half of these failed deals are unsuccessful because of two fundamental problems: "cultural clash" between the organizations involved and inadequate post-merger integration planning.

"The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal–board of directors, executives, managers, employees, and shareholders–and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to Profile and assess corporate cultures Identify potential or actual culture clash barriers to a merger or acquisition Determine what to do to avoid, minimize, and resolve culture clash Plan for efficient and effective post-merger cultural integration of the two organizations

In addition to the fiscal and legal due diligence that is traditionally applied to M&As, the authors’ proven Cultural Due Diligence Model adds an invaluable element to the process by focusing proactively on corporate culture before the merger takes place. Lineberry and Carleton also outline their successful post-merger Cultural Integration and Alignment process detailing what to do after the deal is made. Step-by-step, they explain what to do, in what sequence, and why. This process not only helps the organizations avoid culture clash and integration problems but focuses on bringing the best of both organizations to the newly formed enterprise.