If 75 percent of all mergers fail, what makes the other 25 percent succeed? Mergers, acquisitions, and alliances are more vital today than ever before in driving business success. This indispensible guide offers proven strategies and sound solutions to the multitude of integration issues that inevitably arise, and shows how to create a combined business that meets its strategic and financial objectives, competes better, and offers personal and organizational enhancements. Dubbed "e;merger mavens"e; by Fortune magazine, the authors report lessons learned from their experience in over 100 combinations. Executives, managers, and employees alike in all industries and sectors will find useful examples, strategies, and tools here. Praise for Joining Forces "e;This book will help both M&A veterans and those new to the game. The authorsprovide great insights into the human, cultural, organizational, and strategic factors that matter in M&A success."e; Richard Kovacevich, chairman and CEO emeritus, Wells Fargo & Co. "e;Don't commit to the merger or acquisition without them! I have personally witnessed how hard it is on everyone employees, shareholders, communities, and especially executives to work through an improperly managed merger. I have known Marks and Mirvis for almost twenty-five years and the only mistake our organization made was that we did not consult them soon enough. Their new book reflects unequalled experience and intellect. Don't merge, acquire, or be acquired without it!"e; Michael R. Losey, CEO (emeritus), Society for Human Resources Management (SHRM) "e;Joining Forces is a terrific resource for managers who want to understand thehuman dynamics of mergers and acquisitions, and a must-read for those who have to lead their companies through one. It is based on the latest research and providespractical insights and advice from authors who know M&A inside out."e; Edward E. Lawler III, Distinguished Professor of Business, Marshall School ofBusiness, University of Southern California

If 75 percent of all mergers fail, what makes the other 25percent succeed?Mergers, acquisitions, and alliances are more vital today thanever before in driving business success. This indispensible guideoffers proven strategies and sound solutions to the multitude ofintegration issues that inevitably arise, and shows how to create acombined business that meets its strategic and financialobjectives, competes better, and offers personal and organizationalenhancements. Dubbed "merger mavens" by Fortune magazine, theauthors report lessons learned from their experience in over 100combinations. Executives, managers, and employees alike--in allindustries and sectors--will find useful examples, strategiesand tools here.Praise for Joining Forces"This book will help both M&A veterans and those new to thegame. The authorsprovide great insights into the human, culturalorganizational, and strategic factors that matter in M&Asuccess."--Richard Kovacevich, chairman and CEO emeritus, WellsFargo & Co."Don't commit to the merger or acquisition without them! I havepersonally witnessed how hard it is on everyone--employeesshareholders, communities, and especially executives--to workthrough an improperly managed merger. I have known Marks and Mirvisfor almost twenty-five years and the only mistake our organizationmade was that we did not consult them soon enough. Their new bookreflects unequalled experience and intellect. Don't merge, acquireor be acquired without it!"--Michael R. Losey, CEO (emeritus)Society for Human Resources Management (SHRM)"Joining Forces is a terrific resource for managers who want tounderstand thehuman dynamics of mergers and acquisitions, and amust-read for those who have to lead their companies through one.It is based on the latest research and providespractical insightsand advice from authors who know M&A inside out." --EdwardE. Lawler III, Distinguished Professor of Business, Marshall SchoolofBusiness, University of Southern California

Preface.The Authors.I Creating Value in Mergers, Acquisitions, andAlliances.1 The Elusive Equation.2 What Goes Wrong and How to Make It Right.II The Precombination Phase.3 Strategic and Operational Preparation.4 Psychological Preparation.Precombination Checklist.III The Combination Phase.5 Leading the Combination.6 Putting Companies Together--The Transition Structure.7 Managing People through the Transition.8 Easing the Clash of Cultures.Combination Checklist.IV The Postcombination Phase.9 Building the New Organization and Culture.10 Joining People and Teams Together.11 Damage Control and Recovery.Postcombination Checklist.V Building M&A Competence.12 Tracking and Learning from the Combination.13 Joining Forces--Building M&A Competency.Endnotes.Index.