DESCRIPTION

According to a recent AT Kearney study of 230 recently merged companies, the lack of appreciation and management of cultural differences constituted the leading factor for failure of these operations.

Based on 18 years' experience consulting with major Fortune 500 companies, this book provides a unique model for senior executives and their advisors to understand, analyze and act on cultural differences, even in the case of an alliance between two companies from the same country and the same sector.

This book will help readers:
· Set out a strategy for their change / integration process
· Significantly reduce the change / integration cycle time
· Better manage the emotional dimension of such events thus reducing the number of internal conflicts
· Reassure key people more rapidly and thus help keep the best talent inside the company

SALES HANDLE/POSITIONING

Based on over 18 year's research, this book presents a unique mergers and acquisitions model, focussing on the operational and cultural issues which companies face.

KEY FEATURES

· The book goes beyond national stereotypes, focussing on corporate, functional and business cultures
· Four in depth case studies including data on international alliances
· Based on interviews with senior executives across Europe, America and South East Asia
· Lots of examples and anecdotes
· Examples of conclusions drawn from diagnostic exercises, showing how these can rapidly translate into operational choices and decisions

MARKET/AUDIENCE

CEOs / senior managers / HR and Communications managers / Task Force leaders and Integration Steering committee members / Consultants / Business academics and students

ABOUT THE AUTHORS

All three authors work for ICM, an international management consulting firm based in Paris which focuses on managing cultural differences and change.

Irene Rodgers - has been a guest speaker at Harvard Business School, Management Centre Europe, and Conference Centre Hong Kong, on the subject of bi-cultural audits in post-merger integration.

Charles Gancel -is a co-founder and Managing Partner of ICM. He has worked with companies in Europe, North America and Russia. His clients include IBM, Alcan, Câbles Pirelli, Chronopost, Union Chimique Belge, Matra Airbus, Exxon Chemical and the EC.

Marc Raynaud -Managing Partner ICM, has worked in depth with companies in France, Sweden, Greece, England, the United States, Canada and Japan. His clients include Volvo, Renault, Air France, Delta, Electricité de France, Gaz de France, BSN, Hewlett Packard, France Télécom, Norsk Hydro, Valéo, and Thomson Broadcast.

The authors have published articles in Personnel - ANDCP, Communication World, Journal of Management Development, Executive Development and a range of French newspapers/ journals e.g. Les Echos, La Tribune, Classe Export and L'Expansion Management Review

They are based in France, with offices in China and US

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