某某公司合并和获得的文化整合的重要英文(ppt 40页)

Watson Wyatt M & A Survey 1998(190 CEOs, CFO, Top Executives) 
75% are clearly disappointing or outright failures
50% suffer an overall drop-off in productivity in first 4-8 months
47% of acquired company executives leave within the first year; 75% within the first three years
“People problems” are cited as the top integration failure factor by a sample of 45 CFOs from Fortune 500 companies who have recently merged/acquired
Only 23% of all acquisitions earn their cost of capital
On average, management grade the financial performance of their alliances as a “C minus” (on a scale of A to E)
Additional M & A Statistics
1992 (Coopers & Lybrand) :- In 100 failed or troubled mergers, 85% of executives who were surveyed said the major problem was differences in management style and practices.
1996 (British Institute of Management) :- reported the difficulties involved in merging two cultures to be a major factor in M & A failures.
1997 (A.T Kearney) :- reviewed 155 M & A deals and determined most failures to be people-related.
Hewitt Associates - 69% of respondents in 162 organizations involved in M & A reported the top challenge to be integrating two organizational cultures. 
How integration is handled will make the difference between success or failure ...
Earlier realization of financial “deal” goals (e.g. cost synergy, strategic initiatives)
Protect productivity
Maintain customer focus
Smoother transition
Employees are focused on their jobs and not on personal issues

 

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