When the gritty work of merging two businesses doesn't go smoothly, talent is quick to flee, legacy systems buckle under bigger loads, and projects drag as resources grow scarce. Indeed, more than half of all acquisitions actually destroy shareholder value, according to independent research, and integration efforts that fall short of the mark are often to blame.
CITATION STYLE
Heap, S., Israelit, S., & Shpilberg, D. (2003). The hidden IT multiplier in mergers. Financial Times, p. 1. New York, NY, USA.
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