Using OD to facilitate a corporate merger: saving a “marriage made in heaven” from a “honeymoon in hell”

Mitchell Lee Marks

Chapter 21 in Cases in Organization Development and Change, 2026, pp 205-211 from Edward Elgar Publishing

Abstract: Major Focus of the Case: Mergers and acquisitions (M&As) are very difficult events to manage. The vast majority fail to achieve their strategic or financial objectives. This case shows how organization development and change (ODC) principles and practices were applied in a technology sector acquisition. While the combination was promising and looked good “on paper,” it suffered during initial integration implementation. Diagnostic data collection found three key hindrances to effective integration—lack of a shared view of the desired end state, unproductive integration teams, and the human and cultural issues common to M&A implementation. These hindrances were addressed through the application of ODC interventions.

Keywords: Merger; Acquisition; Integration; Leadership vision; Improving organizations; Diagnostic feedback (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035340965
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