Getting the culture right is critical for merger success. The greatest risk for failure is culture clash, a breakdown of trust, and the resulting stagnation. Merging similar size companies in the same sector is particularly tricky – past competitors must be future colleagues. What is the right to-be culture and management practices? And, how do we migrate to them?
This quarter’s In Focus features a recently published Humatica viewpoint from Acquisition International (AI) magazine on how to align behaviours for value growth in a merger.
“Its common wisdom, proven by hundreds of studies that roughly half of all mergers fail to generate their cost of capital. What are the reasons for this?”.
Executive Leadership Assessment plays a key role in private equity investments, serving as a important determinant of organizational effectiveness and the success or failure of…
Read moreFunds need to squeeze more free cash flow from companies in order to generate an adequate return from vintage 2019-2022 investments. More sales growth and/or…
Read moreThe fund landscape is changing faster than ever before, creating winners and losers in an increasingly competitive private equity ecosystem. Higher real interest rates are…
Read moreErhalten Sie jeden Monat Neuigkeiten und wertvolle Perspektiven zu Themen der organisatorischen Effektivität