When Consultants and Clients Clash

When consultants and client clash Problem Essay Statlers bring failed to embark on their clients to acknowledge the differences in thinking more or less the merger. The rationale behind each merger is that the sum is greater than the parts. Typically, clients identify synergies for the merger and from then on consultants suggest the decisions necessary for attaining them. The synergy cited in this case, economies of scale, is whole possible if the 2 firms worked together as a single unit.Susan Barlows lack of fuck off in conducting with clients and failure to witness the have for merger coupled with Kelloggs ineptness in handling sticky situations has led to the current state. Susan, in her initial briefing with Mr. Kellogg, started off on a wrong note. First, she support the entrepreneur-turned-CEO, accepted his list of interviewees and even agreed to his deadlines. If she was any experienced, she would have been much pro-active, played the role of a devils advocate to l ook other views about merger and understand its need.More importantly, as John Rau suggests, she would have done independent fact finding which would give her an idea about who to talk to. Another important task she mixed-up out was public lecture to Mr. Carpenter and exploring his views about the merger. If she had any knowledge about mergers she would have replied to Mr. Kelloggs remarks on mergers and explained to him that acquisitions have uttermost higher success rates than mergers of equals. only these point to her lack of knowingise in mergers and inexperience with conducting with clients. Royce Kellogg acknowledges how he perpetually relied on Mort Meyer to deal with people problems.Further, his naive view of the merger, which is so far only an agreement between two heads, reinforces his skewed understanding of the problem. In response to numerous calls from employees, who had already been given heads-up, Kellogg was quick in draught conclusion that consultants are st irring up trouble rather than understand the underlying causes. Mr. Kelloggs belief that derivatives are harder than the assignment Susan is currently traffic with shows how little interest he has in organizational issues and understanding their importance.With only Morts death triggering the merger, it was pretty thin to start with. For two firms with just about equal share operating on similar lines of business, the only measure out that could be derived out of merger is to cut the costs through staff reductions and higher scale of operations. To realize this, one of the firms needed to be an underdog and everybody, including the consultants missed this entirely. Kellogg spoke about mergers of equals without realizing how dangerous it was. This evidence strongly suggests the desperate need for mergers and acquisitions expert.Hence, any corrective measure should start with convey in an expert on mergers into the team. Statler should start with a fresh slate by bringing in a ne w team to work on the stomach and let go of the costs for the initial two weeks. This will overly greatly alleviate Kelloggs anger and frustration with the consultants. The new policies that should rule the Kellogg Champion should be centered on cutting costs and achieving a merit-based organization structure rather than keeping a set of policies and disregarding the other.