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  • Actual for You - The Role of Cultural Due Diligence in Business Integration Efforts

    What Do I See, It's A Giant Advertising Balloon
    They say that the bigger, the better. This would seem true: the bigger a kid then the most likely will that kid be a leader of his group because he will command respect out of sheer size, the bigger the ads in the papers the better that is why companies spend so much for full page ads, quick service restaurants have biggie options for people who prefer to share meals at a cheaper share price and for people who have big appetites and many other examples of why big is better or in some occasions best.Hot air balloons are big and that is why hot air balloons are a favorite of advertising executives. If you want oomph in your advertising campaign then a hot air balloon should be part of your marketing campaign.Now a giant advertising balloon would seem redundant because the notion is that hot air balloons are big. Due to advancements in technology, there are now many balloons in advertising. The normal hot air balloon is just one of those balloons now. There are smaller version tailor fit for enclosed areas like the malls and stadiums. There are bigger versions that are also used during election campaigns.A giant advertising balloon does not pertain on
    to discover areas of similarity and difference that will impact integration efforts and achievement of strategic objectives. It should be combined with regular Due Diligence processes in the case of M&A. The results should be used as a foundational tool for creating integration plans and a baseline for measuring organizational progress in the integration effort over time. This encourages engagement and ensures the organization is aligned and on-track with achieving strategic, human system integration objectives.

    The CDD process should be conducted as early into a deal effort as possible. The proc

    Getting Prizes for Raffle Fundraisers
    Raffles are one of the most popular and cost effective ways to raise money for a non profit organization. However, it would not be a raffle if you had nothing to give away!So what kind of prizes should you have? First of all, put yourself in your potential supporter’s shoes - What if someone comes up to you and says they are selling raffle tickets? What prize would you like to win?Here are some prizes that attract many people’s attention:Cars - Sports cars, Luxury cars, SUV’s in this years model. Another great alternative is a completely restored classic / collector’s car. You may or may not be able to get this donated. If not, consider other types of prizes, since your profit will be higher if all items are donated.Travel - Always a winner. Roundtrip Airfare, a package deal, a cruise, hotel stays, even airline miles all make great prizes. Most people love to travel and the biggest obstacle is usually cost. Now if they win this raffle, they’ll just have to take some vacation time and go.The larger trips such as week-long cruises or packages with airfare and hotel may draw more ticket buyers. However, travel doesn’t have to be exotic
    Due Diligence is a phrase that has been traditionally used to reflect the analysis activities that occur during merger and acquisition activities. Recently the due diligence process has been extended to include the evaluation of business affiliation and partnership agreements.

    Due Diligence is generally comprised of legal due diligence and financial due diligence. At this time, research into financial assets, articles of incorporation, market share, technology, hardware and business competencies are examined.

    Unfortunately, for business…one plus one, does not always equal two, particularly when it comes to culture and integrating “human systems”.

    Statistics indicate only 15% to 25% of all mergers and various business combinations live up to expectations. 25% to 30% are reported to be outright failures, with the acquired entity being liquidated at a loss within 3 to 5 years of acquisition. The remaining 45% to 60% result in little or no apparent benefit to the buyer’s shareholders.

    In today’s merger activity, we see an alarming trend of companies paying too much for the organizations they are acquiring. Declining equity prices are creating a disconnect between what owners want for their businesses and what operating companies are willing to pay, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incurred due to lack of cultural integration could be even costlier.

    Independent studies by Watson Wyatt Research and the Vector Group, have linked the failure and or success of integration efforts as being directly relational to the attention paid to the culture of the impacted organizations – yet still HR and OD departments are frequently not involved in the initial investigation activities surrounding integration efforts.

    We recommend that “Cultural Due Diligence” be conducted and integrated into the overall Due Diligence process.

    So what exactly is Cultural Due Diligence?

    Cultural Due Diligence (CDD) is the process of investigating, assessing and defining the cultures of two or more distinct business units through a cultural assessment to discover areas of similarity and difference that will impact integration efforts and achievement of strategic objectives. It should be combined with regular Due Diligence processes in the case of M&A. The results should be used as a foundational tool for creating integration plans and a baseline for measuring organizational progress in the integration effort over time. This encourages engagement and ensures the organization is aligned and on-track with achieving strategic, human system integration objectives.

    The CDD process should be conducted as early into a deal effort as possible. The proce

    C x 5= PL What Every Employer Assesses For When They Hire
    What does a company want to find out about you when they interview you? What are they trying to find out when they evaluate and assess you?In most cases, hiring staff or temporary workers starts out with a job description. Someone sat down and consciously thought of what skills and experience they needed on their staff. As such, most firms hopefully start off by assessing for competence (I say “hopefully” because so many people report that they work with incompetent colleagues). Hopefully an employer has developed a series of questions that help them evaluate and assess skills competency for the skills that are needed.But skills competency is only one element of what a company is assessing for. These all fall into the category of soft skills—hard to assess for qualities that differentiate one person from another.The second “c” that companies look for is chemistry. How do you fit in to the firm and its corporate culture? This soft skill is derived from the interviewer’s interpretation of how you will fit in to the organization and how well you will work with your colleagues.For most jobs, the objective is to hire a team player—someone who can
    y when it comes to culture and integrating “human systems”.

    Statistics indicate only 15% to 25% of all mergers and various business combinations live up to expectations. 25% to 30% are reported to be outright failures, with the acquired entity being liquidated at a loss within 3 to 5 years of acquisition. The remaining 45% to 60% result in little or no apparent benefit to the buyer’s shareholders.

    In today’s merger activity, we see an alarming trend of companies paying too much for the organizations they are acquiring. Declining equity prices are creating a disconnect between what owners want for their businesses and what operating companies are willing to pay, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incurred due to lack of cultural integration could be even costlier.

    Independent studies by Watson Wyatt Research and the Vector Group, have linked the failure and or success of integration efforts as being directly relational to the attention paid to the culture of the impacted organizations – yet still HR and OD departments are frequently not involved in the initial investigation activities surrounding integration efforts.

    We recommend that “Cultural Due Diligence” be conducted and integrated into the overall Due Diligence process.

    So what exactly is Cultural Due Diligence?

    Cultural Due Diligence (CDD) is the process of investigating, assessing and defining the cultures of two or more distinct business units through a cultural assessment to discover areas of similarity and difference that will impact integration efforts and achievement of strategic objectives. It should be combined with regular Due Diligence processes in the case of M&A. The results should be used as a foundational tool for creating integration plans and a baseline for measuring organizational progress in the integration effort over time. This encourages engagement and ensures the organization is aligned and on-track with achieving strategic, human system integration objectives.

    The CDD process should be conducted as early into a deal effort as possible. The proc

    Why Employee Surveillance is Absolutely a Must
    Where’s the Line Between Security and Privacy Issues? Using spy cameras for secret surveillance is not a surprise anymore. There are many examples, like banks, super markets or parking lots. However, one example of secret surveillance is widely debatable. And that is – employee surveillance. Sure, the company has to protect its equipment or intellectual property. However, employee, as every civilian of a modern society has to have rights to his or her own privacy. Let’s look at the popular examples of employee surveillance in restaurants or casinos and decide if monitoring employees is really such a bad and offensive practice. Restaurant Business Restaurants are a savior for those of use who do not have time to have lunch or dinner at home. When we go to a restaurant, we expect everything to be smooth from clean plates to nice service. And of course, we expect to have a tasty meal every time. But can we always be sure that we get exactly what we want? You probably seen those videos on various television shows where employee surveillance disclose incompetent (and many times psychological problems having
    een what owners want for their businesses and what operating companies are willing to pay, whether in rapidly declining stock or cash they borrow at escalating interest rates. Research shows that the last time there was such a disconnect between buyers and sellers was in 2001, the last time the economy went into hibernation. We may be looking at millions in over-valuation but the potential losses that may be incurred due to lack of cultural integration could be even costlier.

    Independent studies by Watson Wyatt Research and the Vector Group, have linked the failure and or success of integration efforts as being directly relational to the attention paid to the culture of the impacted organizations – yet still HR and OD departments are frequently not involved in the initial investigation activities surrounding integration efforts.

    We recommend that “Cultural Due Diligence” be conducted and integrated into the overall Due Diligence process.

    So what exactly is Cultural Due Diligence?

    Cultural Due Diligence (CDD) is the process of investigating, assessing and defining the cultures of two or more distinct business units through a cultural assessment to discover areas of similarity and difference that will impact integration efforts and achievement of strategic objectives. It should be combined with regular Due Diligence processes in the case of M&A. The results should be used as a foundational tool for creating integration plans and a baseline for measuring organizational progress in the integration effort over time. This encourages engagement and ensures the organization is aligned and on-track with achieving strategic, human system integration objectives.

    The CDD process should be conducted as early into a deal effort as possible. The proc

    How An Advertising Balloon Signage Should Look Like
    Hot air balloons are in these days and it is here to stay forever. This statement is said with conviction because hot air balloons have so much to offer. A lot of people have written in their journals or lists of things to do “to ride in a hot air balloon” and reality television shows are some venues where a person can actually make this dream come true.Fortunately for everyone else, one does not have to join a reality television show to ride in a hot air balloon because the hot air balloon industry is actually growing pretty fast. So once you are in a state where there is a wide open space, check the yellow pages for hot air balloon companies that can make you experience this exciting adventure.Hot air balloons catch attention because their huge and they fly. Anything that is visible to the eye and flying is always a novelty but for it to be considered more than just a novelty lies in how the things look like. It is important then for hot air balloon companies to work on their signage or creative execution as the people in advertising would like to call it. An advertising balloon signage more than catching the attention also sets the mood for people who
    s as being directly relational to the attention paid to the culture of the impacted organizations – yet still HR and OD departments are frequently not involved in the initial investigation activities surrounding integration efforts.

    We recommend that “Cultural Due Diligence” be conducted and integrated into the overall Due Diligence process.

    So what exactly is Cultural Due Diligence?

    Cultural Due Diligence (CDD) is the process of investigating, assessing and defining the cultures of two or more distinct business units through a cultural assessment to discover areas of similarity and difference that will impact integration efforts and achievement of strategic objectives. It should be combined with regular Due Diligence processes in the case of M&A. The results should be used as a foundational tool for creating integration plans and a baseline for measuring organizational progress in the integration effort over time. This encourages engagement and ensures the organization is aligned and on-track with achieving strategic, human system integration objectives.

    The CDD process should be conducted as early into a deal effort as possible. The proc

    Be Easily Recognized With a Postcard Advertising Campaign
    Grow your business and increase sales by making sure your customers remember your business when they want what you have.Postcards offer you many unique benefits when compared to other types of advertising. As a reminder, here are some of the advantages postcard advertising offers:1. low cost for design, printing, and postage delivery 2. small enough for customers to easily carry in their pocket. 3. efficient because they do not require envelopes so they catch the customer's attention easier. 4. easy to organize for test marketing on small groups before sending to a larger group. 5. versatile in use to solicit repeat business and new business in the same mailing. 6. easy to track results by having recipients bring their cards in for a prize or discount. 7. able to keep your advertising away from your competitor's view by not sending them a card.A business can increase the power in these marketing advantages with postcards by creating an advertising campaign with their postcards. An advertising campaign is a series of advertisements sharing a common element or theme. Each postcard advertisement has all the advantages l
    to discover areas of similarity and difference that will impact integration efforts and achievement of strategic objectives. It should be combined with regular Due Diligence processes in the case of M&A. The results should be used as a foundational tool for creating integration plans and a baseline for measuring organizational progress in the integration effort over time. This encourages engagement and ensures the organization is aligned and on-track with achieving strategic, human system integration objectives.

    The CDD process should be conducted as early into a deal effort as possible. The process can also be used as a benchmarking tool throughout the integration effort to measure progress and confirm human systems are being aligned to business objectives correctly.

    The Cultural Due Diligence process covers key cultural and organizational effectiveness domains including:

    • Leadership: vision, mission, values, business strategy development, leadership effectiveness and ethics
    • Relationships: trust, collaboration, inter/intra group relationships, community and customers
    • Communication: feedback, information sharing, employee trust in information
    • Infrastructure: formal procedures, processes, systems, policies, structure and teams
    • Involvement & Decision Making: authority levels, accountability, expectations and the decision making process
    • Change Management: creativity, innovation, recognition, continuous learning and diversity
    • Finance: perception of financial health and the role of the employee and the level of financial comprehension and impact on the business
    • Cultural Descriptors: a list of predetermined values which can be customized to reflect the organization’s values.
    • General Climate: open-ended questions that capture the stories and suggestions from employees.
    The outcome is a Cultural Resume. This document shows the data results of a cultural diagnostic and lays out the unique organizational culture of each business unit into one clear message. The Cultural Resume helps the stakeholders decide the best approach going forward and creating measurable action plans for the formation of cultural integration efforts for those involved. Cultural Due Diligence can’t fix an organization that is pursuing the wrong strategy. What it can do is cut down on informal practices, internal politics, lack of trust, resentment and just plain bad management that might sink the right strategy. Like any assessment, CDD is only as good as what you do with it, but we think the efforts involved are well worth it.

    People are the backbone of any business and are at the heart of integration effort. We

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