[Ian Smith]

Has anyone had experience with ‘dream’ synergies or ‘nightmare miss-matches’ – interested to see how they cam about and what was the impact good or bad?

[R Ganes Ramalingam]

Experienced ‘nightmare miss-matches’ as it describes the impact wasn’t good for both parties… This was a cross boarder deal, where the cultural differences messed up! Till the end the teams couldn’t understand or work with each another

[Samantha Maraj]

I’ve recently come across a “nightmare mismatch” that was as the result of a hostile take-over. Cultural differences (on both an organisational and country scale as it was a cross-border deal) has resulted in the non-acceptance of parent company initiatives in the target, and has even resulted in the deferral of PMI for more than a year as the parent company hopes to attempt same once the target becomes more likely to accept the eventual structural, procedural and cultural changes.

[Kevin Pursel]

Nightmare mismatch where the acquired office was not providing acceptable care, authoritarian leadership created a toxic culture, and poor accounting and business practices created a significant amount of uncollectible A/R. The first two could have been avoided with a proper Cultural Due Diligence (which was not performed) and I am not sure how the third was missed during DD. The solution has been to remove several key management people, including a primary provider, from that location. It has stabilized the constant staff turnover, but it is still a work in progress.

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