When 70%+ Fail – How Do You Make Mergers Work? (02/10/2011)

When 70%+ Fail – How Do You Make Mergers Work? – 02/10/2011

As we move out of the recession, predictions are that M&A activity is heating up.  But the research data shows that 70 to 85% of mergers and acquisitions fail or at least severely sup-optimize.

•With those odds against you, why do so many organizations eagerly enter into the M&A game?

•Are leaders really “results oriented” when they engage in such risky, unsuccessful approaches?

•And what can we do to change those odds?

•What are the problems with M&A integration that create such lousy results?

•How can we set up and execute mergers and acquisitions so that those problems are prevented and resolved so that the odds are better of achieving positive results?

Join us to explore these and other related questions with a balance of strategic and tactical, theoretical and pragmatic perspectives.

Co-Facilitating:

Nicole Gann, SPHR  (http://www.prescs.org)  is the Vice President of Human Resources and Information Technology at Presbyterian Communities and Services.  Nicole has also had Accounting and Finance under her stewardship in the past.

Located in Dallas, Presbyterian Communities and Services is a faith-based, not-for-profit organization that provides exceptional continuing care retirement communities and leading hospice services.

With her broad competency in several organizational functions and her experience as an organizational development professional and leader, Nicole has acquired and used a solid C-Level, general management perspective.  Additionally she has deftly navigated a messy merger integration process, which gives her a unique insight into this topic.

Peter Jay Sorenson, CMC (http://strategicorganizationdesign.com) is an independent strategic organization design consultant, coach, and social entrepreneur and has recently re-branded his practice under the name “Strategic Organization Design, Inc.”

Pete’s consulting and coaching practice focuses on crafting strategy, intentionally designing organizations (with webs of intangible assets), doing change, and discovering what works.  Pete also designs and facilitates meetings and does executive coaching to support those practice focus points.

As a social entrepreneur Pete works to create economic, social, and cultural self-reliance and sustainability for individuals, families, and organizations in the developing and developed worlds.

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