Successful mergers do not just happen overnight – they need to be supported by, as a minimum, a good business case, compatible ‘cultures’ and vision and leadership by those managing the merging firms. Above all, they have to be worked at, because implementation of the vision can often be make or break for a merger.
Rarely, however, do we hear of firms factoring into the process the question arguably the most critical to a successful merger – ‘Do we have a management team capable of successfully implementing our merger?’
