Executive Coaching Articles

Merger Integration

M & A Integration (available for purchase)
One of the preeminent books for helping companies understand how to successfully integrate acquired companies. Issues covered include leadership selection, culture, incentives and compensation, marketing, customer retention, communication and execution. (Beard, M. J., Boyd, L., & Fix Conti, S. Professional Growth Press; 2007)

Organization Development in Business: Creating a Corporate Merger Integration Process
Because acquisitions tend to be periodic events, it is unusual for a company to have dedicated resources or a well-developed company-wide process for ongoing integration of new acquisitions. (OD Practitioner, 38(1), pp. 39–45; 2006)

Achieving the Right Flavor: A Study of Designing a Cultural Integration Process
The success rate of acquisitions in meeting both company and shareholder expectations is, by numerous reports, very low. One of the central culprits hindering the expected value of acquisitions is the integration of the two companies’ cultures. This report details an approach used to develop an assessment process to systematically assess the differences between two cultures and further develop interventions to address these differences. In addition, the authors identify lessons learned to put into practice in future cultural integrations. (The Psychologist-Manager Journal, 9(1), pp. 13–25; January 2006)

Developing an Effective Strategy for International Mergers and Acquisitions
Mergers and acquisitions of companies internationally have a high failure rate, often attributable to poor handling of cultural issues pertaining to both company and country cultures. An awareness of the elements of company and country culture can prevent some of the communication and other problems that may jeopardize the merger. (International HR Journal, 7(4), pp 22–30; Winter 1999)

Reaching for the Gold Ring: Mergermania in the Utility Business
Conservatively, more than 57 percent of all mergers fail to reach the goals management had hoped to achieve. Even worse, this sizable failure rate also reflects the number of companies that, after merging, fall behind their own industries in terms of return to their shareholders. So the question remains: if utility mergers are so frequently mutual and cooperative, then why do they fail to reach their financial goals? (Electric Power and Light, 76(5), pp. 11–14; May 1998)

Ready, Set, Merge!
Conventional wisdom holds that merger integration should be conducted slowly and carefully. Without question, great care must be taken to combine and harmonize two entities. A detailed plan is essential. But new evidence suggests that, rather than easing into the integration process, the time frame must be compressed. (Food Distributor, pp. 48–50; July/August 1997)


Executive Behavior
Typically when an employee receives a promotion—especially one in which both the scope and scale change—it requires the employee to make a step-wise change in how the job is approached. The employee is not simply expected to incrementally do “more of the same”, but a paradigm shift in how the work is approached is required.

Organizational Development: An EAP Approach
This traces the development of organizational development as a workplace intervention approach, which can be helpful for EA professionals specifically trained in tits methodologies. Examples of the use of OD techniques to assist in “coaching” organizational top management, and the implications for that kind of team building for the organization are shared. (Employment Assistance Quarterly, 16(1/2), pp. 117–140)

A View to 2000: A Look into the Minds of Business Leaders
When the heads of many different companies share their views on the outlook for business in the 20th century, the responses are sometimes predictable, sometimes surprising. (The Rocky Mountain Right Report, pp. 2–3; Summer 1994)

To Whom It May Concern: Going Beyond Traditional Interviewing in Hiring Executives
During the interview, the candidate said he was a consensus builder. He’d attended a training seminar on the latest management techniques used in Japan. His answers to interview questions were peppered with all the phrases the search committee was hoping to hear…the board hired him and found out he was Joseph Stalin. (Exempts, 4(1), pp. 4–6; Spring 1993)

Allies in the Workplace: Organizational Development
Part organizational psychology and part business administration, OD helps work organizations develop effective leadership. (EAPA Exchange, 23(7), pp. 20–22; July 1993)

Emerging Trends for EAPs in the 21st Century (available for purchase)
One of the more influential books on EAP in the 21st Century. (Beard, M. [2000]. Book chapter in Nan Van Den Bergh [Ed.], Organizational Development)


The Effects of Paradoxical Intervention on Therapeutic Relationship Measures
Compares paradoxical (PIs) and nondirective interventions (NDIs) along core therapeutic conditions and therapist–client relationship issues. Results show that the PI was rated higher than the NDI in counselor expertness. It is suggested that findings challenge criticisms that PI is contraindicated for use in therapy because of properties that might interrupt or undermine the therapeutic process. (Conoley, C. W., & Beard, M., [1984]. Psychotherapy, 21, pp. 273–277)

From a Psychologist’s Eye
The musings of a senior level psychologist on a lifetime of work and applying psychology to every day life. (Seasonings, 2(1); Winter 2006)

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