Conflict by design
By Invitation / Prasad Kaipa

IN today’s rapidly-shifting markets, the law of nature —learn and adapt, or die -— has become the law of the marketplace. What, then, would happen if we began thinking of and designing our organizations according to the principles of living things?’’ asks Ken Baskin in his book Corporate DNA.

At SelfCorp, we, too, have been exploring how we can develop rules for successful businesses using living systems approaches. We live in a world with short periods of relative stability often followed by longer periods of chaos. Market character often changes drastically after such chaotic periods and new market ecology emerges. Emergent phenomena and ecological metaphors are useful in understanding how organizations can operate, cooperate and evolve in a complex and highly volatile environment.

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IT is a well-known fact that 83 per cent of M&As fail to enhance shareholder value and that culture mismatch has been at the root of many of these failures.

Mergers across the Atlantic Ocean fail more often than mergers within the US and the Daimler-Chrysler case is a recent example. Based on our 12-year research and consulting experience with Fortune 200 companies, we have developed a process through which we can map the corporate DNA of organisations and now we are applying it to companies involved in acquisitions or mergers.

This process also helps identify the gaps, matches and appropriate steps that would enhance the chance of success for mergers and acquisitions.

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