Joy at Work(er) Blog

Written by Ed Cook

The amount of research on why Mergers & Acquisitions (M&A) succeed or fail is voluminous but not particularly clear. M&A is often not successful. Early research focused on strategy and structural factors, but the results were mixed.  More recently cultural factors are the focus, but this opens up significant complexity onto the study of M&A.  Still, the work is revealing.  

Intriguingly, some scholars have found a positive effect between cultural differences and the success level of M&A.  

This finding seems to be explained by the core strategic idea that merging two different sets of capabilities can produce a better performing combined company.  With more skills and a broader knowledge base, the new combined company can more readily succeed. The key activity is capability transfer so that the abilities of the two organizations are combined into the new one.  To get fantastic success means that the...

Written by Ed Cook

While watching a symphony or orchestra or choir, I’ve often wondered what the value of a conductor is to the other musicians. Afterall other music groups seem to do fine without one. Rock bands, jazz groups, a cappella ensembles, all manage without a conductor. I got an interesting glimpse into just what a conductor does after viewing this smile-inducing clip. A professional ensemble sets up on a city street with a sign that invites passersby to “conduct us.” We are then treated to a series of would-be conductors who produce...what? The ensemble does not need them to create music. Yet each of these conductors brings something special...joy!

As the first conductor steps forward, the glee on the faces of the musicians is striking. They are truly ready to take on whatever the conductor can provide. As each new conductor steps forward, we see some take on a persona of a conductor, some test the limits of their powers by spotlighting a particular...

Written by Ed Cook

In corporations around the globe, managers are engaging in a process to develop their associates. At least they are trying to do it. These well-meaning attempts typically include some sort of a model of competencies. The manager is supposed to “ground” an assessment of the employee’s competencies with behavioral examples when they exhibited higher or lower levels of these competencies, then finally give the employee a score against each competency. There are a few core questions to examine in this system of thought. 

First, what is a competency? So many companies talk about these. Rate their people on these. Determine promotions, bonuses, and raises on these. Companies define competencies like “strategic thinking” and “builds relationships.” These certainly seem useful. Who wouldn’t want an employee to be great at these two competencies and others? Typically, competencies are the more intangible traits that a...

Written by Roxanne Brown

In work, I often feel pressure to offer others an insight or something else that may be valuable within just one conversation. That means giving something without attachment to whether or not it’s received as I intend. I recognize the limitations of that because I can’t fully know their context. I can only try to get a glimpse in that one moment. 
 
The pressure I feel is self-imposed. It’s based on my interest to try to alleviate the pain, self-doubt, and confusion people feel when working together. I try to give others new words, a new concept, a new frame that comes from my belief that people are generally good at their core. I believe people want to do work that’s meaningful in some way, however small.
 
This personal interest began with a childhood decision. At a very early age, I remember very clearly that I made a conscious decision to work, to have a career, so I could be independent. I had a fierce independent...

Written by Ed Cook

Written by Ed Cook

Written by Ed Cook

Written by Lauren DeSimone

Written by Ed Cook

Written by Ed Cook