Roy Greenhalgh wrote:
> One of the "fall outs" of any merger seems to be staff number reductions.
> This will present at least two problems: to those made redudant .. where
> to get a job; to those who are left .. how to cope with the loss of
> friends and colleagues. The term "Survivor's Syndrome" has been used in
> the UK. (And I have found very little in the HR et al journals about
> this).
This is at the individual level. There are also issues at the
organisational level which, if addressed, might resolve some of the issues
at the individual level. KPMG's Consulting Matters No 19, Sprint 1998 is
dedicated to organisational issues of Mergers & Acquisitions, M&A, it is
available in pdf format from their web site www.kpmg.co.uk.
An issue at the organisational level, particularly in industries that are
knowledge based, is that some of the early leavers can be those with the
knowledge that made the organisation worth taking over! It will be
interesting to see which organisations try to use knowledge management to
reduce the damage caused by these people leaving and how they apply it.
Recently, I have been hearing stories about the formation of
multi-disciplined professional service organisations being formed to
target the M&A market. From what I hear, the objective is a one-stop-shop
providing all the support for M&A from legal, financial, process,
technical, social, etc. Anybody got any contact names they would be
prepared to share with me?
Roy Benford
Fulmer, UK
--Roy Benford <roy@benford.demon.co.uk>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>