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Aside from the obvious indicators such as market share, increased sales etc. how can an organization determine if a merger is successful. Do the cultures of the two organizations work together? Do staff accept and support the changes?
It all depends on the deal rationale, and whether the stated synergies were met. Deal rationale could be purely a talent play, looking to make an acquisition to acquire specialized resources that they otherwise wouldn’t be able to get. Otherwise the deal rationale will include the specific revenue and cost synergies that define the dollars and cents (and success) of the deal.
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