Cultural Due Diligence

Initial position

70% of all acquisitions and mergers do not achieve the targets or they do it only particularly. That’s way a couple of merger candidates are not or only insufficiently prepared for their missions.

Management and company cultures do not fit or have never been considered when the merger was planned. Frequently the fusion-willing companies find out too late that they do not fit to each other. In the USA therefore in the run up substantial factors of the company cultures are increasingly already examined, so that the integration plan can be co-ordinated with it. Even prevent a Cultural Diligence in extreme cases a no go decision.

Target is to make the Cultural Diligence to an integrated part of the Merger & Acquisition process.

Core areas of the Cultural Diligence

• Business target of the company
• Success factors
• Cognitive structures (reality in the company)
• Decision structures
• Working and communication performance

Methodology

• Standardized management audit
• Customer-oriented performance management (20 questions)
• Single evaluation of the high-level personnel
• Self-picture/foreign image analysis
• Overall evaluation of the high-level personnel potential
• Workshop to discover the actual customer orientation
• Evaluation of companies culture
• Comparison of companies cultures

 I´m looking forward to discuss with you!

TCFF

TeleCommunications

Franz Furtmeier

Gemündener Strasse 35

D - 60599 Frankfurt am Main

Tel.    : +49 (0) 69 - 269 19 280

Fax    : +49 (0) 69 - 269 19 279

email :  info@tcff.de

http://www.tcff.de