Human Due Diligence  

Oleh:

Harding, David ; Rouse, Ted

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. 85 no. 04 (2007), page 124-131.
Topik: human; human; diligence

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.33 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

The success of most acquisitions hinges not on dollars but on people. Here’s how to analyze potential people problems before a deal is completed. The strategic logic of Bank One’s 1998 acquisition of First Chicago NBD was clear. According to the Cincinnati Post, the deal would make the Columbus, Ohio – based acquirer, then the United States’ eighth - largest bank, “the dominant bank in the Midwest,” ensuring its survival in a rapidly consolidating industry. But three years after the deal, none of the 16 top executives picked to run the merged company remained on the job. One M & A firm included the deal in its list of the top ten M & A bloopers for 1999.

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