The purpose of the article is telling us that there is a wonderful chance to develop both the current leader and the next generation of leader in a merger.
Companies can develop them in three specific leadership areas to maximize the growth opportunities inherent in a merger.
The first thing we can develop is getting everyone on the same page. We want to know what the company would look like one year after the close of the deal into four categories: financial, strategic, operational, and organizational. We want to know what is expected of everyone on both sides of the deal. Therefore, we should create a document which is called "merger intent". The author gives us an example about ING and CitiStreet.
The second thing we can develop is executing with discipline. There are lots of difficult tasks will give rise to an emotionally charged, high-pressure, and time-constrained atmosphere where getting results is an absolute necessity. Teams must quickly mobilize, make work plans, and prioritize tasks and time.
There are two ways to use integration to develop execution capacity. The first one is putting people with high potential into critical short-term roles. The second one is "to set particularly challenging short-term goals with direct accountability for rapid execution, increasing the pressure on teams to try some thing new."
The third thing we can develop is building an A-team. CEOs should conduct an overall assessment of the employees on both sides of the deal and create a team that reflects the best.
Reference: http://hbr.org/2011/07/the-merger-dividend/ar/1
The Merger Dividend by Ron Ashkenas, Suzanne Francis, and Rick Heinick, Harvard Business Review July 2011
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