Most companies do a thorough job of financial due diligence when they acquire other companies. But all too often, dealmakers simply ignore or underestimate the significance of people issues in mergers and acquisitions. The consequences are severe. Most obviously, there's a high degree of talent loss after a deal's announcement. To make matters worse, differences in decision-making styles lead to infighting; integration stalls; and productivity declines.
"A must hear for all leaders in the world of busine"
In this issue, Larry Bossidy, the former CEO of AlliedSignal and Honeywell, lays out what he expects of his direct reports and what they can expect from him. Then, James Hackett explains what you need to do to prepare for the perfect product launch. The third full-length article suggests ways you can do your human due diligence when considering a company for a merger or acquisition.