Tensions at the top of an organization are not rare. Sometimes they are fruitful. But sometimes they are detrimental. They all have to do with power and collaboration. If we would see Governance more as a kind of collaboration rather than a kind of steering, we could solve many of the unproductive tensions.
During the reunion of the executive education alumni of the London Business School I had the pleasure to co-moderate one of the workshops. The topic was how to navigate continuous change. About 20 international executives exchanged their experiences. Here are the key learnings.
A merger is the integration of two organizations into one. The reasons to do so are numerous: economies of scale, industry capacity reduction, growth, acquisition of know-how … But the data are impressively dramatic. Most mergers fail and destroy value. One of the main reasons is because there is not enough focus on cultural compatibility.Read More