The Merger Dividend  

Oleh:

Francis, Suzanne ; Heinick, Rick ; Ashkenas, Ron

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 7/8 (Jul. 2011), page 126-133.
Topik: Mergers and acquisitions; Company; Business Opportunity; Leaders; Organizations

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.43 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Mergers and acquisitions are high-stakes moves, and most executives are acutely aware of the potential downsides of a failed integration. But companies routinely overlook one key opportunity embedded in the integration process: the chance to develop both the current and the next generation of leaders. Mergers and acquisitions are driven by strategy, and to ensure their success, it’s tempting to either make the crucial decisions from on high or off-load much of the integration work to a small cadre of trusted lieutenants or hired guns. But doing so robs your leaders of opportunities for learning and growth and prevents you from seeing how people from both sides cope under pressure. More important, working with leaders already in place lets you build a team with the capacity to take full advantage of the new organization that emerges from the deal.

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