How merger/acquisition surveys
facilitate M&A integration success Merger & acquisition surveys /
employee surveys are one of the most important sources of management information
for measuring M&A integration success before, during and post merger and
acquisitions Jeremy Lin
Jersey. Merger/acquisition surveys / M&A surveys are employee surveys
that are customized to include the special issues involved with M&A
integration.
Each merger and acquisition survey provides important
information and insight about employee satisfaction, engagement and commitment
in supporting upcoming, underway and previous mergers and acquisitions black foamposites . Merger
& acquisition surveys also assess what needs to be done as well as progress
and success in integrating corporate cultures, the organizational structure,
business processes and practices, policies, technology and
products/services.
Merger/acquisition surveys / employee satisfaction
surveys / employee engagement surveys are highly effective in measuring where
resistance is likely to occur, where resistance is occurring, and identifying
which departments and business units need specific attention Nike Air More Uptempo. A
merger & acquisition survey / employee survey is also a key way of
demonstrating to your employees that you value their opinions.
Pre merger
/ acquisition surveys and M&A surveys conducted while integration
initiatives are underway identify critical gaps between the organizations being
merged cole haan shoes . After
a merger or acquisition an M&A survey / employee survey is crucial in
measuring as well as celebrating the success of the M&A
integration.
Why many mergers and acquisitions fail to achieve expected
returns Mergers and acquisitions that fail to deliver expected returns typically
fall short due to one or more of the following reasons: Failure to understand
integration opportunities and costs, and to set clear objectives for integration
Failure to create and communicate a clear vision, mission and values of the
newly combined organization Failure to adopt a unified leadership approach
Failure to effectively plan integration activities Failure to effectively
execute integration plans Failure to focus on important corporate culture
integration issues Failure to integrate and deal with differences in
compensation and benefits across the merged organization Failure to identify and
take action to keep critical talent Insufficient ongoing communications from
senior management regarding M&A integration Tolerance of disruptive
political activities Failure to identify and deal with resistance to change
Unrealistic integration schedules Failure to appoint an effective M&A
integration project manager and project team Failure to provide resources needed
to effectively integrate the organizations Insufficient integration support from
senior leadership Ineffective integration of business processes, technology,
business practices and policies Insufficient/ineffective integration of products
and services and product branding Insufficient/ineffective communications of
M&A related changes to customers When to conduct merger and acquisition
surveys / M&A surveys The risk associated with achieving expected returns
from mergers and acquisitions are very significant and potentially very costly.
Given the low cost and ease of conducting a merger & acquisition survey /
M&A survey, it makes sense to conduct M&A surveys at both of the merging
organizations before merger/acquisition integration gets underway in order to
assess and understand their corporate cultures, fears about the
merger/acquisition, and to identify the gaps between the two organizations.
Merger & acquisition surveys / M&A surveys should also be conducted at
key intervals during integration (e.g.
