For a merger to succeed, don't forget the people
When communication with employees breaks down, it can make a deal look poorly planned and executed
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IN the exhilaration that comes with a merger and acquisition (M&A), especially one as significant as the recent Grab-Uber deal, it is easy for companies to focus on the headline numbers - the value, stake involved, costs, and the new market share.
But in a rush to secure the deal, there is a tendency for companies to lose sight of the human dimension, as observed from the unfolding of Grab's buyout of Uber's Southeast Asian business.
The Business Times has found that several kinks, especially with regards to the migration of people, have yet to be ironed out.
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