Drawing on their own extensive integration experience, the systematic analysis of 167 mergers, and cutting edge academic research, the authors of this book identify the common leadership challenges to be tackled for the achievement of what we call 'corporate health', the most thorough and sustainable test of merger success.

Autorentext
DAVID FUBINI is a Director of McKinsey and Company, Inc., United States/Boston Office. He is the long time leader of the Firm's Worldwide Post Merger Practice and has also served as the North American Leader of the Organization Practice. He also led the Boston Office of the Firm for over a decade. Fubini has been with the firm for over 25 years, during which time he has led efforts for over two dozen of the world's largest mergers & acquisitions. He has also worked extensively in the area of organization transformation improvement. He is a graduate of the Harvard Business School.

COLIN PRICE is a Director at McKinsey and Company, where he also is the Global Knowledge Leader for the Organisation Practice. Price has consulted on organisation design, leadership development, behavioural change and post merger management for two decades in over 50 countries, and has advised many of the globe's largest corporations. Price holds a Visiting Professorship at The School of Management, University of Bath. He holds degrees in Economics, Psychology and Organisation Behaviour.

MAURIZIO ZOLLO is the Shell Fellow in Business and the Environment and Associate Professor of Strategy at INSEAD. His research over the last 12 years has focused on the development of superior organizational capabilities in the management of mergers, acquisitions, strategic alliances and stakeholder engagement processes. At INSEAD, he teaches on these topics at all levels, from MBAs to senior executives. He regularly consults with major corporations on corporate development and social responsibility issues. He holds a Ph.D. in management from the Wharton school at the University of Pennsylvania.

Inhalt
The Elusive Healthy Merger Creating the New Company at the Top Communicating the Corporate Story Establishing a New Performance Culture Championing External Stakeholders Fostering Momentum and Learning Shaping Your Leadership Role Works Cited Acknowledgements