Most acquisitions either destroy or don’t add to shareholder value. Harding and Rovit assert that often the case for acquiring is deeply flawed from the start. They advise that a company’s rigorous understanding of its basis of competition can improve their approach to the deal-making process.
A summary of Schein’s refinement of Kurt Lewin’s fundamental change model of unfreezing, changing and refreezing.
Over the last 50 years, action research has evolved a number of approaches. Here we profile three: action learning, cooperative inquiry and parallel learning structures.
Why have so many acquisitions produced so little value? In a recent HBR article, Cullinan, Le Roux and Weddigen discuss some of the reasons, placing effective due diligence at the heart of success. They outline how successful acquirers approach due diligence and set out a framework for effective due diligence.
World renowned expert on change, John Kotter, identifies eight errors that frequently lead to the failure of change programmes.
We profile a version of Nadler’s widely respected five-stage model of discontinuous change.
An examination of Peter Drucker’s views on change.
A look at the Transformational Triangle change model, as illustrated in 'The McKinsey Quarterly'.
A concise, easy-to-read introduction to due diligence – what it is; why it is conducted; and how it is conducted.
A useful formula for assessing whether the conditions are right for the success of a change project.
A large group OD method which gathers together around 60 of an organisation’s stakeholders with the goal of planning and aiming towards a collective future rather than solving specific problems. This methodology will introduce you to the concept and guide you through the planning and running of such an event
Sometimes the type of change required is relatively straightforward and does not require that the programme be ‘owned’ by large parts of the organisation. We guide you through this simple three-stage approach to change, developed by Barbara Senior.
HR should be integral to the mergers and acquisitions (M&A) process from the outset – before the deal is struck – as a credible business partner offering practical, financially astute and timely solutions. We outline some top tips to help HR professionals address the people issues – often overlooked until after the deal is struck – and successfully merge or acquire the partner organisation.
John Kotter’s eight main reasons why change sometimes fails.
Our Iceberg is Melting, based on John Kotter’s famous eight-step approach to change, is a light-hearted look at how to approach a serious issue. Here we look at how the steps described in the story can be applied to an imminent change initiative.
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