By David, Price, Colin, Zollo, Professor Maurizio Fubini
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Extra info for Mergers: Leadership, Performance and Corporate Health
Yet the responses to the top-team and merger communications challenges are also similar in a key way: A narrow ffocus on technical proficiency in perform f ing integration tasks may lead to a dangerous neglect off the largerr picture. In the case off the top team, fa f ilure to recognize that it is the ‘ultimate integration template’ may prevent managers ffrom paying sufficient attention to the quality off that template. The new company envisioned in the deal is not created at the top – at least not fu f lly and in a timely way – with consequences all down the line.
This led to a bold, ‘can do’ story within the company – the perfect ground for the 1995 acquisition of Caterair. Someone once asked Kay what might have happened iff the industry hadd not been ri r pe ffor consolidation in the mid-1990s. Where would all the momentum from the turnaround have gone? He replied: ‘We would have foun f d something else that would have conti t nuedd to propel us forwar f d in huge steps. We hadd created this massive appetite among the managers, the employees and the shareholders.
The momentum imparted by a powerfu f l corporate story has a similar effect f , as stakeholders tend to proj o ect its backstory into the future. f Just as managers may almost demand the continuation off a corporate story that energizes them, other stakeholders might be slow to recognize an impor-tant change in your corporate story, however insistently you communicatee it to them. For example, iff you have executed a number off mergers in rapid sequence, business journalists and financial analysts may continue to speculate on your next deal even after you have clearly signaled that you aree switching to organic growth.