Communication Policy in the Process of Organizational Change
As is well known, the market of mergers and acquisitions in economy is increasing very quickly because this organizational change is one of the most typical ways of developing business today.
New economic and political circumstances make companies adapt to the outside environment and change their structures and strategies in order to have larger market shares and to be more competitive on the international arena. That is why companies try to take measures aimed at different types of organizational changes.
Business owners pay a lot of attention to the legal, financial and operational aspects of the process. We have to admit that at this period the personnel is unsatisfied and is not sure about the future. So, highly qualified employees frequently leave the company and go to competitors. And this inevitably affects business performance as a whole.
More than that, merging of companies does not always lead to desirable results. Special research shows that 70% of all M&A are unsuccessful, more than 60% do not return the investment, some companies after the integration begin to lack their development. And only 25% of companies achieve their aims after M&A. And the reasons for that are financial mistakes, bad evaluation of the market, wrong choice of M&A object and mistakes of the management inside the company .
As far as the last aspect is concerned, the most typical mistake is underestimation of the communication policy, which should be used in the course of M&A. The key problem in this case is the fact that not enough attention is devoted to the communication policy of merging companies at the preparatory stage, at the stage of due diligence and the final analysis, and the stage of implementation of the program of integration. Poorly managed change communication results in rumors and resistance enlarging negative aspects of the change . Thus, the role of communication in the process of organizational change in the case of M&A increases manifold. Communication is considered to be vital for the effective implementation of organizational change .
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