HR’S ROLE IN MERGER AND ACQUISITIONS: HOW TO MOVE THE NEEDLE

25/05/2016
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Many mergers and acquisitions are characterised by the lack of planning, limited synergies, differences in the management/organisational/international culture, negotiation mistakes and difficulties in the implementation of the strategy following the choice of an incorrect integration approach on the part of the merging organisations after the agreement is signed. Ravi Bhogaraju, Global Head of HR for Textile Chemicals Business and the Head of HR for all businesses in Asia for Archroma, explains what HR must do to establish and evolve the culture during M&A.
For the first year ever, global M&A volume in 2015 surpassed $5 trillion, according to Dealogic data. This record-setting volume breaks the previous record of $4.6 trillion set in 2007, by 9%. There were 10 $50bn+ M&A transactions announced in 2015 worth a combined $798.9bn. That’s five deals more than the previous record high activity set in 1998, 1999, and 2014. US targeted M&A ($2.5tr) accounts for half of 2015 volume and seven of the top 10 transactions.

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RAVI BHOGARAJU
Ravi Bhogaraju is the Global Head of HR for Textile Chemicals Business and the Head of HR for all businesses in Asia for Archroma.

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Strategic HR
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