A couple of contrasting messages in recent mergers and acquisitions (M&A;) news venues present interesting, but conflicting, perspectives.
One message was calming, settling, soothing for the management teams involved in the acquisition.
The other, well, I’ll let you decide.
Here’s one commentary from one of the articles.
“This (business strategy), along with an exceptional management team, well versed and highly experienced in bringing targeted consumer brands to market, will grow our company rapidly,” added (the) CEO.
And, here’s the other.
“(The) Chairman and Chief Executive said the company can combine certain operations … to generate significant cost savings and will decide in the next few months where to make management changes.”
So, as a manager, what would you think?
For some solid thinking on this topic check out “Getting it Together. The Leadership Challenge of Mergers and Acquisitions.”
Following proven principles and practices that enable CEO’s to deliver messaging that maintains business momentum … while embracing the management teams in the process … can be a nice contrast to the alternative.
