To begin with, the analyzed article provides the readers with a professional explanation of executives’ feelings during one of the most important corporative events: merger or acquisition (M&A).
In fact, I learned that M&A is so important for managers’ careers due to their future career perspectives depending on the outcome of the process. Consequently, those who see themselves in a higher career ladder position instead of focusing on a process usually fail to accomplish the task (Serrat, 2017). On the other hand, some executives who minimize their emotional influence on their performance improve their careers due to their successful transformation (Smollan, 2014). Last but not least, strategy is the critical factor in a successful M&A process so that those who plan their actions in advance gain predictive results (Johnson et al., 2021). However, the most damaging problem is the lack of proper strategy when it comes to the main issues.
More specifically, people who execute the M&A process do not have a clear vision of reaching the final goal (Hambrick and Fredrickson, 2005). The second problem is that there is no responsibility distribution, so nobody can distinguish the current task, and most of the team do the same work ignoring the other important tasks (Trichterborn, Zu Knyphausen-Aufseß and Schweizer, 2015). Finally, emotional stability is the third main issue most managers face during the M&A process (Hassett, Reynolds and Sandberg, 2018). In fact, these problems can be resolved by providing professional approaches to strategy creation (Camillus, 2008).
More specifically, clear team planning before and emotional-free group coordination during the process make it possible to execute a qualitative M&A process. However, these issues are not worth overcoming when missing the first stage of improving the M&A procedure. In fact, managers should start by identifying their individual approach to the main issue and correctly presenting it to the audience. (Camillus, 2008). As a result, the best solution could be found from the first stage of problem analysis.
Reference List
Camillus, J. (2008) ‘Strategy as a wicked problem,’ Harvard Business Review, (86), pp.98-101.
Hambrick, D. and Fredrickson, J. (2005) ‘Are you sure you have a strategy?’ Academy of Management Perspectives, 19(4), pp.51-62.
Hassett, M., Reynolds, N. and Sandberg, B. (2018) ‘The emotions of top managers and key persons in cross-border M&As: evidence from a longitudinal case study,’ International Business Review, 27(4), pp.737-754.
Johnson, G. et al. (2021) Fundamentals of strategy. 5th edn. London: Pearson.
Serrat, O. (2017) ‘Understanding and developing emotional intelligence,’ Knowledge Solutions, 1(1), pp.329-339.
Smollan, R. (2014) ‘Control and the emotional rollercoaster of organizational change,’ International Journal of Organizational Analysis, 22(3), pp.399-419.
Trichterborn, A., Zu Knyphausen-Aufseß, D. and Schweizer, L. (2015) ‘How to improve acquisition performance: the role of a dedicated M&A function, M&A learning process, and M&A capability,’ Strategic Management Journal, 37(4), pp.763-773.