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Love the discussion around culture and how important it is after the fact to make sure the merger is successful – but does anyone have/have heard of examples where the deal was stopped due to the culture clash being deemed “too high risk”?
Hey Chris!
May I put a thought for reflection¿! 2 may be!
The red flag comes far before the deal even being initiate, I guess that to decide if the cultural risk is to high, this cultural gap should be “abyssal” and once this is identify is very difficult start a process.
The other thought is even the risk was high, and for some reason, the target represents a threat to buyer, he´s can adopt a hostile takeover, based in options take over or some other way to take the target over the business.
Thanks for this opportunity!
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