论文部分内容阅读
企业重组是当今经济发展的一个重要趋势,企业并购重组后的文化融合则是重组能否取得成功的关键因素之一。曾经给笔者所在公司做过管理咨询的科尔尼管理顾问公司调查了国内外118个并购重组案例显示,在导致重组失败的因素中,文化的差异高居首位。在过去两年里,国际上大的企业并购案中,65%是失败的,没有达到预期的协同效应和财务回报。为什么这么多企业重组成功了,但却“集而不团”?要避免这一现象,使企业的重组真正产生“1+1〉2”的效应,必须在并购重组前、中、后,努力寻求双方企业文化的融合点。
Corporate restructuring is an important trend in today’s economic development. The merger of enterprises after merger and reorganization is one of the key factors in the success of restructuring. Kellney Management Consultants, which did management consulting to the author’s company, investigated 118 mergers and acquisitions cases at home and abroad. Among the factors that led to the failure of restructuring, the cultural differences topped the list. In the past two years, 65% of the big international M & A deals failed and did not achieve the expected synergies and financial returns. Why do so many corporate restructuring success, but “To set the group ”? To avoid this phenomenon, so that the real restructuring of enterprises “1 + 1> 2 ” effect, must be merged before and reorganization After that, we strive to seek a fusion of corporate culture of both parties.