[Michael McLean]

When reading through the Northrup Grumman case study I thought of an interesting question/dilemma for the acquiring company. If post merger culture as important as executive management suggests than, like NG, you want to take the best of both companies. However more commonly, the managers and associates at the acquiring company have a distinct advantage over the managers and associates at the target company. Or rather there is a perceived advantage. What do people think about making all associates and managers, acquiring company and target company alike, re-apply and re-interview for new roles to level the playing field?

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