Results-Oriented Cultures: Implementation Steps to Assist Mergers and Organizational Transformations Page: 4 of 42
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G A O Comptroller General
.Accountability* Integrity* Reliability of the United States
United States General Accounting Office
Washington, D.C. 20548
July 2, 2003
The Honorable George V. Voinovich
Subcommittee on Oversight of Government
Management, the Federal Workforce, and the
District of Columbia
Committee on Governmental Affairs
United States Senate
The Honorable Jo Ann Davis
Subcommittee on Civil Service and Agency Organization
Committee on Government Reform
House of Representatives
Implementing large-scale change management initiatives, such as mergers
and organizational transformations, are not simple endeavors and require
the concentrated efforts of both leadership and employees to realize
intended synergies and to accomplish new organizational goals. At the
center of any serious change management initiative are the people-people
define the organization's culture, drive its performance, and embody its
knowledge base. Experience shows that failure to adequately address-
and often even consider-a wide variety of people and cultural issues is at
the heart of unsuccessful mergers and transformations. Recognizing the
"people" element in these initiatives and implementing strategies to help
individuals maximize their full potential in the new organization, while
simultaneously managing the risk of reduced productivity and
effectiveness that often occurs as a result of the changes, is the key to a
successful merger and transformation. Thus, mergers and transformations
that incorporate strategic human capital management approaches will help
to sustain agency efforts and improve the efficiency, effectiveness, and
accountability of the federal government.
GAO convened a forum on September 24, 2002, to identify and discuss
useful practices and lessons learned from major private and public sector
organizational mergers, acquisitions, and transformations. This was done
to help federal agencies implement successful transformations of their
cultures, as well as the new Department of Homeland Security (DHS)
merge its various originating components into a unified department.
GAO-03-669 Merger and Transformation Steps
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United States. General Accounting Office. Results-Oriented Cultures: Implementation Steps to Assist Mergers and Organizational Transformations, report, July 2, 2003; Washington D.C.. (digital.library.unt.edu/ark:/67531/metadc293991/m1/4/: accessed November 14, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT Libraries Government Documents Department.