Video: Tuesday, 11 February 2014
When two organisations merge a great deal of effort is given to match the companies ‘on paper’ beforehand, poring over finances and integrating IT systems. Too often, it is only when people inside the company start to display opposition to change that it draws on leaders that something essential was missing from the merger plans: the human aspect.
More than any other type of organisational change, a merger or acquisition can seriously undermine people’s sense of purpose and commitment to their organisation, Associate Professor Steffen Giessner explains how to avoid this and how to let the merger be successful.
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