It’s Wednesday morning. Harry, an HR Business Partner at a large corporation, has just returned from a business unit leadership meeting. Competition is continuing to grow, uncertainty in the markets is increasing, and leadership has decided that an acquisition is needed. Facing this critical business move, Harry thinks about HR’s previous role in the company’s M&A deals, which hasn’t been particularly robust, mostly weighing in on compensation and benefits. He knows HR can play a more strategic role.
Posted by Sarah Hindley on December 20, 2016.
- Differences in decision-making approaches and employment philosophies between an American acquirer and its Japanese acquisition keep integration planning in limbo for months.
- The merger of two American companies with similar interests seems like it should be rather seamless—except that the target company has a significant workforce population in Germany. As integration work begins, differences in communication and collaboration styles soon surface, hindering the two companies’ ability to work together to realize deal value.