The Human Factor in Mergers, Acquisitions, and Transformational Change

Muhammad Rafique

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English

Business Expert Press
30 October 2021

Occupational & industrial psychology; Corporate finance; Takeovers, mergers & buy-outs

M&A failures is an established phenomenon. Human factors, such as acceptance of and readiness for change at the individual level, conflict of interest and cultural incompatibility are the key attributes of the success or failure of a merger or transformational change.

Balancing theory with practice, this book looks at the financial due diligence, cultural compatibility, and emotional sensitivity at various stages of the M&A and offers a practical process model. Business leaders, change agents, coaching and mentoring practitioners will find the rare combination of great interest.

By: Muhammad Rafique
Imprint: Business Expert Press
Country of Publication: United States
Dimensions: Height: 229mm, Width: 152mm,
Weight: 333g
ISBN: 9781637421451
ISBN 10: 1637421451
Pages: 150
Publication Date: 30 October 2021
Audience: Professional and scholarly , Undergraduate
Format: Paperback
Publisher's Status: Active

Dr. Muhammad Rafique is a chartered accountant, management consultant, executive coach, and an educationalist. Dr. Rafique is an assistant professor at Nottingham University and course director for MSc accounting and finance. He provided accountancy, taxation, and business consultancy advice to various organizations in private and public sectors, including McCann; HSBC; Audit Commission; and National Health Service. He has special interest in transformational change and corporate governance and has served as board member for various organizations.

Reviews for The Human Factor in Mergers, Acquisitions, and Transformational Change

All too often, we reduce Mergers and Acquisitions to financial transactions. Muhammad reminds us that there is a significant human element in every M&A story; one that needs to be well understood and managed. Using his double background in finance and coaching, he brings these - often separate - worlds together, to provide a pragmatic approach to support the success of such major transformational events.--Dr Hany Shoukry, Group Director, Sky UK There is always an emotional response when organizations merge. However, the employee's responses are not always addressed effectively and can sometimes be detrimental to the whole process. Muhammad addresses the missing link here and explores how coaching and mentoring can be used to support employees as they transition through organizational mergers. This is such an important element which needs to be better understood and applied, if organizations are going to thrive and succeed.--Dr Tina Salter, Senior Lecturer, University of Bedfordshire