Desperately seeking synergy.

摘要: Corporate executives have strong biases in favor of synergy, and those can lead them into ill-advised attempts to force business units cooperate--even when the ultimate benefits are unclear. But separate real opportunities from mirages, say Michael Goold Andrew Campbell. They simply need take a more disciplined approach synergy. These four forms. First comes synergy bias, which leads overestimate underestimate costs Then parenting belief that will be captured only by cajoling or compelling cooperate. The bias is usually accompanied skills bias--the assumption whatever know-how required achieve available within organization. Finally, fall victim upside causes concentrate so hard on potential they overlook possible downside risks. In combination, these make seem attractive easily achievable than it truly is. As result, corporate often launch initiatives ultimately waste time money sometimes even severely damage their businesses. To avoid such failures, subject all clear-eyed analysis clarifies gained, examines for involvement, takes account downsides. Such inevitably mean fewer launched. pursued far likely deliver substantial gains.