How NationsBank learned to manage people and change in the merger integration process

NationsBank, now Bank of America, has had more than its share of merger experience, with more than 100 mergers under its belt. Emerging from all those experiences is one underlying truth: You will make some mistakes in any merger. The important thing is to try not to make the same mistake twice - an...

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Bibliographic Details
Published in:Journal of retail banking services : JRBS 1999-07, Vol.21 (2), p.1
Main Author: Darnell, David C
Format: Article
Language:English
Subjects:
Awards & honors
Bank acquisitions & mergers
Banking
Case studies
Communication
Customer services
Incentive plans
Integration
Leadership
Sales culture
Stock options
Success
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Summary:NationsBank, now Bank of America, has had more than its share of merger experience, with more than 100 mergers under its belt. Emerging from all those experiences is one underlying truth: You will make some mistakes in any merger. The important thing is to try not to make the same mistake twice - and this is difficult, since no two are exactly alike. They are applying that body of knowledge to its largest merger by far - the merger of NationsBank and Bank of America to create the new Bank of America. The most critical determinant of success during a merger transition is leadership - at all levels. A company can be great at putting systems together and all the tangible requirements of a merger. But, at the end of the process, when all systems are working, leadership will be identified as the most critical factor. A certain kind of leadership is essential to associates' sense of well-being and the company's ability to retain customers during a merger transition.
ISSN:0195-2064