Value realization from a merger or an acquisition often depends on what happens after a deal is closed. For many companies, the goal of the transaction is to achieve integration, which often causes many challenges for those who are charged with this task. At first glance, the most difficult job is combining the two entities’ technology or financial controls and reporting procedures. Surprisingly, the activity that gives companies the most trouble is the integration of different cultures, leadership teams and workforces—the people aspect of M&A.
To shed light on this important issue, PricewaterhouseCoopers invited leading M&A executives to participate in its second Corporate Development Roundtable. Held in May 2003, the roundtable provided an opportunity where participants could share the strategies they have used to overcome the people challenges of transactions. The candid and lively discussion covered three significant topics:
- Selecting and Motivating Management Teams
- Bridging the Cultural Differences of Teams for Deal Effectiveness
- Communications—Building Acceptance and Gaining Buy-in
