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  • Casual Articles - The Role of Cultural Due Diligence in Business Integration Efforts

    Environmentally Friendly Pressure Washing Standards
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    y, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incur
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    Due Diligence is a phrase that has been traditionally used to reflect the analysis activities that occur during merger and acquisition activities. Recently the due diligence process has been extended to include the evaluation of business affiliation and partnership agreements.

    Due Diligence is generally comprised of legal due diligence and financial due diligence. At this time, research into financial assets, articles of incorporation, market share, technology, hardware and business competencies are examined.

    Unfortunately, for business…one plus one, does not always equal two, particularly when it comes to culture and integrating “human systems”.

    Statistics indicate only 15% to 25% of all mergers and various business combinations live up to expectations. 25% to 30% are reported to be outright failures, with the acquired entity being liquidated at a loss within 3 to 5 years of acquisition. The remaining 45% to 60% result in little or no apparent benefit to the buyer’s shareholders.

    In today’s merger activity, we see an alarming trend of companies paying too much for the organizations they are acquiring. Declining equity prices are creating a disconnect between what owners want for their businesses and what operating companies are willing to pay, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incurr

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    due diligence and financial due diligence. At this time, research into financial assets, articles of incorporation, market share, technology, hardware and business competencies are examined.

    Unfortunately, for business…one plus one, does not always equal two, particularly when it comes to culture and integrating “human systems”.

    Statistics indicate only 15% to 25% of all mergers and various business combinations live up to expectations. 25% to 30% are reported to be outright failures, with the acquired entity being liquidated at a loss within 3 to 5 years of acquisition. The remaining 45% to 60% result in little or no apparent benefit to the buyer’s shareholders.

    In today’s merger activity, we see an alarming trend of companies paying too much for the organizations they are acquiring. Declining equity prices are creating a disconnect between what owners want for their businesses and what operating companies are willing to pay, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incur

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    ldquo;human systems”.

    Statistics indicate only 15% to 25% of all mergers and various business combinations live up to expectations. 25% to 30% are reported to be outright failures, with the acquired entity being liquidated at a loss within 3 to 5 years of acquisition. The remaining 45% to 60% result in little or no apparent benefit to the buyer’s shareholders.

    In today’s merger activity, we see an alarming trend of companies paying too much for the organizations they are acquiring. Declining equity prices are creating a disconnect between what owners want for their businesses and what operating companies are willing to pay, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incur

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    pparent benefit to the buyer’s shareholders.

    In today’s merger activity, we see an alarming trend of companies paying too much for the organizations they are acquiring. Declining equity prices are creating a disconnect between what owners want for their businesses and what operating companies are willing to pay, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incur

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    y, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incurred due to lack of cultural integration could be even costlier.

    Independent studies by Watson Wyatt Research and the Vector Group, have linked the failure and or success of integration efforts as being directly relational to the attention paid to the culture of the impacted organizations – yet still HR and OD departments are frequently not involved in the initial investigation activities surrounding integration efforts.

    We recommend that “Cultural Due Diligence” be conducted and integrated into the overall Due Diligence process.

    So what exactly is Cultural Due Diligence?

    Cultural Due Diligence (CDD) is the process of investigating, assessing and defining the cultures of two or more distinct business units through a cultural assessment to discover areas of similarity and difference that will impact integration efforts and achievement of strategic objectives. It should be combined with regular Due Diligence processes in the case of M&A. The results should be used as a foundational tool for creating integration plans and a baseline for measuring organizational progress in the integration effort over time. This encourages engagement and ensures the organization is aligned and on-track with achieving strategic, human system integra

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