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I think it's at least as much a matter of preventing dissent and
establishing ful control. When you merge two organizations there will be
conflicts in "corporate culture" - differences in standards, SOPs,
management styles, etc. Whatever the value of the personnel from the
acquired group, it's quicker and easier for the acquiring management
hierarchy to remove the people who are used to doing things a different
way, than to work on merging different schools of thought, or to mentor the
acquired personnel through the transition. So, keep them on board long
enough to get as much out of them as you safely can, and then lower the
boom.
On Mon, Oct 10, 2016 at 8:19 PM, Kathleen MacDowell <kathleen -dot- eamd -at- gmail -dot- com
> wrote:
> Interesting and good point, Gene. Something I've never thought about ...
>
> Thanks
>
> On Mon, Oct 10, 2016 at 1:35 PM, Gene Kim-Eng <techwr -at- genek -dot- com> wrote:
>
> > It's a variation of "not invented here" syndrome. The acquiring company
> > has bought the acquired one for some specific aspect of its business -
> > usually the IP and support people for one particularly valuable product
> > line - and other than that, everything else there couldn't be as good as
> > what they already have. Because they're the one with the money to be able
> > to buy the other, right?
> >
> > In most cases, though, the acquired company's most talented and
> productive
> > genius types start updating their resumes, working their networks and
> > watching for the best time to exercise their options and get out once the
> > acquisition is announced. That's the reason they seem to have no problem
> > finding another position elsewhere.
> >
> > Gene Kim-Eng
> >
> >
> >
> > On 10/10/2016 10:42 AM, mbaker -at- analecta -dot- com wrote:
> >
> >>
> >> Yes, Iâve seen that pattern in acquisitions before. I suspect it has
> >> something to do with the buyer not understanding the thing they have
> >> bought. If you donât know where the results come from in the company you
> >> have bought, it is easy to make mistakes in who you fire. You canât
> >> preserve vital corporate knowledge if you donât recognize it when you
> see
> >> it. But the expensive and the disruptive people stick out right away.
> >>
> >>
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