Culture and Global Mergers

Abstract

In one sense, foreign acquisitions are no different from national acquisitions. Everything that has been covered in earlier chapters applies to the global scene — the detailed planning; the need for skilled integration managers; the careful bringing together of people, structures, controls and cultures; the linking of integration to acquisition strategy. Merger planning and merger implementation on all five continents follow exactly the same principles — and in practice are subject to the same mindset blocks and practical misfortunes.

‘Oriental managers aren’t inscrutable. We just don’t know how to scrutinise them.’

(CEO, electronics)