During this series, I will discuss Mergers and Acquisitions in a Global Marketplace and the Heightened Need for Corporate Social Responsibility (CSR) or Environmental \u2013 Social \u2013 Governance (ESG) Awareness.<\/p>\n
I will cover numerous topics which impinge on M&A from a people-first perspective, some of which include:<\/p>\n
\n- The differences between CSR and ESG at a high level, and insights into why organizations migrate towards ESG.<\/li>\n
- Cultural issues such as mores, gender, diversity, equity, inclusion, unspoken nuances, holidays, religion, taboos, levels of formality, personal space, MeToo in a global context, and the concepts of castes and classes.<\/li>\n
- Size disparities of firms in the acquisition or merger. What is prominent in one country is small in another. Is it an acquisition? Is it a merger? What\u2019s the difference? No matter the firm\u2019s size, concepts such as name recognition or company colors and branding can be essential for continued success.<\/li>\n
- Larger firms acquiring smaller firms. Respect for stakeholder interests and preserving the best of the organization you are acquiring. Strategy goes beyond the initial acquisition. A strategic approach also includes researching what a smaller organization has to offer aside from the obvious. Maybe, they have a process, policy, or system that might work for the overall larger organization. Processes, policies, or systems can be applied in both directions. Look for the wins!<\/li>\n
- Micro, small, and medium enterprises (MSMEs) being approached for acquisition and the pros and cons to consider. Can your culture be preserved, and what makes your organization special?<\/li>\n
- Dealing with redundancies. Planning reductions-in-force (RIFs) humanely and by law based on location. Notice periods, leave statuses, and numerous other factors may have an impact on the approach.<\/li>\n
- Compensation, benefits, and perks. There are variances by country and, often, by area within a country regarding pay structure, currency, benefits, leaves of absences, expected perks, and more. This topic is an ever-changing landscape.<\/li>\n
- Technology enablers and speedbumps. Technology is fantastic when it works as anticipated \u2026 and when people know how to use it. Some people are not tech-savvy, while others have not had the opportunity to hone their skills.<\/li>\n
- Terminology \u2013 exploring verbiage that can kill or build culture and relationships. Moving from \u201cUs and Them\u201d to \u201cWe\u201d may be one of the most significant challenges with mergers and acquisitions. Getting to the \u201cWe\u201d or \u201cOne Team\u201d mentality as quickly as possible can reduce the friction between multiple organizations in the process of becoming one and, perhaps, align competing priorities.<\/li>\n<\/ul>\n
<\/p>\n
Come along with me to explore Multi-National M&A Successes and Failures through a CSR \/ ESG lens. I\u2019d love to have you participate by commenting below, mentioning your examples, asking questions, or adding insights.\u00a0 Also, please follow, share on social media, and stay tuned for my next article.<\/p>\n
Copyright 2021 B. Howell and SHERPA Institute. All rights reserved \u2013 please cite and link to this web page.<\/em><\/p>\n <\/p>\n
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I will cover numerous topics which impinge on M&A from… Continue reading Multi-National M&A Successes & Failures \u2013 a CSR (or ESG) Lens<\/span><\/a><\/p>\n","protected":false},"author":7,"featured_media":1766,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[64,1],"tags":[],"yoast_head":"\nMulti-National M&A Successes & Failures \u2013 a CSR (or ESG) Lens - Sherpa Institute<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/3.131.116.215\/ra\/sherpainstitute_stagenew\/multi-national-ma-successes-failures-a-csr-or-esg-lens\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Multi-National M&A Successes & Failures \u2013 a CSR (or ESG) Lens - Sherpa Institute\" \/>\n<meta property=\"og:description\" content=\"During this series, I will discuss Mergers and Acquisitions in a Global Marketplace and the Heightened Need for Corporate Social Responsibility (CSR) or Environmental \u2013 Social \u2013 Governance (ESG) Awareness. 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She is a Team Co-Leader and Co-Author of the UN SDG8 Corporate Guidebook with SHERPA Institute. She is also a Co-Author for Complicated Alliances, a book about the military woman or military spouse experience, which achieved Amazon Best Seller in three categories. Beth earned a Bachelor of Arts in Psychology from Huntingdon College in Montgomery, AL, USA, and a Master of Business Administration from the University of New Mexico in Albuquerque, NM, USA. Howell has also held numerous leadership positions in military spouse, human resources, and equal opportunity organizations, serving in roles which require focus on areas including relationship building, regeneration, outreach, STEM, supporting women in business, and strategic philanthropy efforts. Beth supports the Air Force Officers\u2019 Spouses\u2019 Club of Washington, DC (AFOSCDC) as the Special Activities Co-Chair, where she leads a diverse group of multinational volunteers in special programming activities to engage membership. 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