• This topic has 3 replies, 4 voices, and was last updated 3 years ago by Ian Smith.
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    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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