Based on 18 years' experience consulting with major Fortune 500 companies, this book provides a model for senior executives and their advisors to understand, analyze and act on cultural differences, even in the case of an alliance between two companies from the same country and the same sector. This book aims to help readers: set out a strategy for their change / integration process; significantly reduce the change / integration cycle time; better manage the emotional dimension of such events thus reducing the number of internal conflicts; reassure key people more rapidly and thus help keep the best talent inside the company. Key features of the book include: four in-depth case studies including data on international alliances; text based on interviews with senior executives across Europe, America and South East Asia; many examples and anecdotes; and examples of conclusions drawn from diagnostic exercises, showing how these can rapidly translate into operational choices and decisions.
