The Gestalt Process is an important and ideal application to utilize during mergers and acquisitions! There are situations where it could be vital! In mergers and acquisitions, offsets, incompatibilities, or alignments of corporate ambient cultural characteristics will translate directly to the bottom line for Return Of Investment, both in time as well as benefit.Because of the ROI impact, it is vital to profile the ambient cultures inherent within each corporation intending to merge (or acquire).
The sequential process of Gestalt, outlined in the “Process Page”, presents an efficient method to evaluate the implied impact of culture on ROI that potentially could alter the terms or attractiveness of the acquisition-merger agreements.
The line items are modified to apply to mergers and acquisitions as follows:
Phase 1, Explore & Evaluate, initiates the process on both sides of the agreements;
Phase 2, Discover Attributes & Impediments, becomes expanded during M & A as a comparison from one side to the other;
Phase 3, Form Composite Profile, posits the magnitude of cost-related issues that are probable after the projected merger-acquisition occurs;
Phase 4, Build Consensus, becomes the decision-point to evaluate, or re-evaluate, the terms of the merger/acquisition agreement; and,
Phase 5, Periodic Advisory Monitoring, translates to become the actionable process of executing the merged cultures, monitoring the results, and acting to bridge gaps.
During the process of mergers and acquisitions, the rumor-mills of information and mis-information tend to run high and sometimes amok! At the conclusion of Phase 3, elements of the profiles developed will illuminate the method, intonation, and frequency of the communications required to smooth the process.