Retention of Key Talent & Culture Risks
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Buying a target company overseas carries even higher risks and dependency on the success of retaining staff. Has anyone had any experiences with this, and does anyone have any advice on the dos and don’ts to make this? Given that the buying company’s culture isn’t going to change overnight, how can we ensure the target company retains its local culture and motivation and leverages local relationships effectively?
Dear Bernard,
You’ve raised a very important point,thank you for that. However, I believe it’s extremely challenging to retain talent unless people are truly a priority for the company. Too often, organisations focus primarily on shareholder value, and unfortunately, employees become an afterthought in strategic discussions.For me, people are just as critical as financials. Without people, there is no culture; and without culture, the foundation of any successful organisation is at risk
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