It’s tempting to focus primarily on the transactional side of the deal; but there’s also an emotional journey post-acquisition that can impact success of the deal. Knowing what to look for can help you and your organization thrive despite the uncertainty and challenges of the transition. Thriving Through M&A starts at the top.
How Jennifer’s experiences led her to write her book
Exploring some of the tongue-in-cheek “Personas” that Jennifer says can emerge at any level of an organization during an M&A transformation, and how they can affect success
The importance of top leaders’ awareness of these dynamics in successfully leading others through integration
Immediately useful ideas for leading to thrive through M&A, starting at the top
The people you thought you knew can show a different side of themselves when they’re uncertain of the future. (Jennifer J Fondrevay)
“The payday is a lovely part. But don’t let that drive how you look for your partner, particularly if you want to leave a legacy worthwhile,” explains Jennifer Fondrevay. Mergers and acquisitions have a bad reputation, in part because statistics show that 70-90% of deals fail. However, it is important to still see a merger or acquisition as a viable growth strategy.
Jennifer joins Timothy Hughes on #TimTalk to dive into mergers and acquisitions and how you can survive if you get caught up in one.
In her book “Now What – A survivor’s guide for thriving through mergers and acquisitions” she talks about the fact that M&A happen, you can be going along nicely in your career and then you get hit with the change and upheaval that M&A provides. So, what will you do?
They also discuss the 5 stages of grief that people go through from denial to acceptance and the stages in between, and the post-M&A characters you will come across.
Jennifer and Noah Graff of Today’s Machining World talk about managing employees after an acquisition. Jennifer dives into the different employee types and advice for executives coming into an M&A deal.
Jennifer talks with George Grombacher about the human side of M&A, why so many deals fail, how to manage expectations, and the necessity of addressing the people side of deals.
Listen to learn why it’s a common mistake to tell people that nothing is going to change!
Jennifer was quoted in this Lattice article on aligning Life Sciences Teams following a merger.
Innovation requires a culture of trust.
Life sciences companies are built on innovation — and research shows that innovation takes trust, collaboration, and the sharing of ideas. Unfortunately, trust is often one of the first casualties of an M&A.
“A workforce can feel blindsided when a deal is announced, eroding trust and transparency in three mutually reinforcing ways: “our” company versus “their” company; the executive team versus frontline employees; [and] who stays versus who goes.”
Jennifer joins Dr. Vince Molinaro on Lead the Future to discuss how senior leaders can prepare for human capital challenges when undergoing a merger or acquisition, as well as how leaders themselves can navigate the changing and often ambiguous environment that arises post M&A.
