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organisational cutures

Measuring organisational cultures in mergers

It is often stated that most mergers and acquisitions fail to meet their overall business target. Due diligences are made and the organisations are turned upside down and inside out; firstly to ensure that all that needs to be known is known, and secondly that the organisations (to be merged or acquired) will be a complement to, or add value – with the target that 1 + 1 should at least = 3. So what is the problem, why is it that most mergers don’t succeed and meet their targets?

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