One very specific flavor of reorg is that conducted through an M&A. As noted in the introduction, merger-driven reorgs seem to experience particular problems. Only 8 percent of merger reorgs fully deliver their objectives in the planned time, and 41 percent—way more than other types of reorgs—take longer than expected. And in 10 percent of cases, the reorg brought about by the merger actually harms the organization. Unpacking the reasons why and providing definitive guidance probably requires an additional book. Below we provide some pointers to more successful outcomes based on the five-step process.
While the ...