High failure rates continue to be reported for organizational change projects in general and\r\nmergers and acquisitions in particular, with the failures most often attributed to cultural\r\nincompatibilities or other people-related issues. The article identifies factors believed to be\r\ncontributing to this situation, which mean that organisations are often inadequately prepared\r\nfor the challenges of merger and integration. The Art and Science of TransformationTM\r\nframework developed by Schroeder & Schroeder, Inc. and two related organizational change\r\nreadiness assessment tools are discussed as a suggested approach for improvement of the\r\nprospects for a successful merger. These enable organizations considering a merger to\r\ndetermine their current state of change readiness in terms of art and science skills as well as\r\nproven organizational change shaping levers, and identify the cultural and people-related\r\nfactors that can facilitate or hinder transformation. In this way, potential risks can be\r\nidentified and eliminated and key drivers of successful transformation can be strengthened.
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