“Criticism has the power to do good when there is something that must be destroyed, dissolved or reduced, but it is capable only of harm when there is something to be built.” – Carl Jung People won’t leave if they’re glad you’re their boss. They will want to stay with a boss that does whatRead more
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People thought for centuries that dissecting, reducing, and taking things apart was the best way to learn about something. Scientists examined an entity by analyzing each individual component, further splitting the elements until the smallest part could be scrutinized. This way of looking at the world was popular until the twentieth century. Then a newRead more
When companies merge or acquire, stakeholders expect that the whole will be greater than the sum of its parts. Unfortunately, this happens less than half the time. Not only does one plus one not equal three; too often it results in losses. A once-exceptional organization can quickly take a turn toward mediocrity, or worse. HelpingRead more
Some experts refer to “incompatible business models” undermining a merger or acquisition deal, but what does that really suggest? It means that when companies make money in vastly different ways, doing extremely different things, and no one recognizes or addresses these differences, the merged company risks destabilization. While decision-makers should consider the mission, vision, andRead more
When companies merge or acquire, stakeholders usually expect that the whole will be greater than the sum of its parts. Unfortunately, the facts tell a different story. Study after study puts the failure rate of mergers and acquisitions between 70% and 90%. One plus one does not equal three; too often it moves shareholder returnsRead more
