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The Elusive art of postmerger leadership

Author: Fubini, David G. ; Price, Colin ; Zollo, MaurizioINSEAD Area: StrategyIn: McKinsey Quarterly, no. 4, 2006 Language: EnglishDescription: p. 28-37.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: The article discusses techniques that chief executive officers and senior corporate executives can employ to ensure that mergers deliver a healthy organization, beyond the achievement of short term synergies. By creating a well-defined role for the leadership team that complements the technical efforts of the integration team and focuses on intangible issues, creating a cohesive and well-functioning top team, developing a "story" to drive the communications effort, shaping a performance culture, and actively championing the interests of external stakeholders, CEOs can facilitate successful mergers. The article draws from a recently published book, entitled "Mergers: leadership, performance and corporate health" (INSEAD Business Press, published by Palgrave).
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The article discusses techniques that chief executive officers and senior corporate executives can employ to ensure that mergers deliver a healthy organization, beyond the achievement of short term synergies. By creating a well-defined role for the leadership team that complements the technical efforts of the integration team and focuses on intangible issues, creating a cohesive and well-functioning top team, developing a "story" to drive the communications effort, shaping a performance culture, and actively championing the interests of external stakeholders, CEOs can facilitate successful mergers. The article draws from a recently published book, entitled "Mergers: leadership, performance and corporate health" (INSEAD Business Press, published by Palgrave).

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