Mitchell Marks

Mitchell Marks

Expert on Managing Corporate Transitions, including Mergers, Acquisitions, Downsizings and Restructuring

Speaker Categories: Alliances, Mergers & Acquisitions | Managing Change | Best Practices | Corporate Culture | Change Management | Corporate Culture

Travels From: CA, United States.

Speaker Fee Range: $10,001 to $20,000*

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Mitchell Marks Bio
Speaker Topics
Books
Videos

Expert on Managing Corporate Transitions,
Professor of Leadership, San Francisco State University
College of Business and President, JoiningForces.org

Mitchell Lee Marks is an internationally recognized expert on managing corporate mergers and acquisitions, organization design, corporate culture and executive teambuilding. He is Professor of Leadership at San Francisco State University’s College of Business and President of the consultancy JoiningForces.org. He is a frequent speaker to corporate audiences and professional groups including the Harvard Business School, Smithsonian Institution, and the American Psychological Association.

Consultant

Mitch consults with a wide variety of firms in the United States and abroad, advising on issues of organizational change, team building, strategic direction, organizational design and structure, corporate culture, human resources management, employee motivation, and the planning and implementation of mergers, acquisitions, alliances, and reorganizations. His clients range from small start--‐ups to large multinational corporations, as well as government and not--‐for--‐profit organizations. Mitch has advised in over 100 cases of major organizational transitions.

Clients

Current or past clients include Pfizer, Intel, Motorola, BNP Paribas, Bank of the West, Citicorp, AT&T, Lockheed Martin Corporation, Unisys, Hewlett Packard, Abbott Laboratories, Johnson & Johnson, BP, Molson Breweries, Bank of America, American Airlines, Kaiser Permanente Medical Care Program, DigitalGlobe, Blue Shield of California, U. S. Department of Energy, Los Angeles County, the March of Dimes, and others in the financial services, manufacturing, health care, entertainment, transportation, high technology, publishing, consumer products, and communications industries.

Media

Reports of Mitch’s work have been featured in publications such as the Wall Street Journal, Fortune, The Economist, New York Times, U.S. News and World Report, Business Week, Time, and Sports Illustrated, as well as on the PBS News Hour, NBC Nightly News, CNBC, CNN and other television programs.

Books

Mitch is the author of eight books—including Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances (now in its second edition) and Charging Back Up the Hill: Workforce Recovery after Mergers, Acquisitions and Downsizings (providing practical advice and examples of how to rebound from the unintended negative consequences of difficult transitions)—and scores of articles in practitioner and scholarly journals including the Harvard Business Review and MIT Sloan Management Review.

Education

Mitch Marks received his Ph.D. in Organizational Psychology from the University of Michigan, where he conducted the first studies on human and cultural aspects of mergers and acquisitions. His research has been recognized in ways including the Outstanding Contribution to Organizational Behavior award from the Academy of Management and he is a Fellow of the Society of Industrial/Organizational Psychology.

MAKING MERGERS AND ACQUISITIONS WORK--Managing the Human, Cultural, and Organizational Issues

If 75% of mergers and acquisitions fail, what makes the other 25% succeed? This presentation looks at the factors that distinguish successful and failed combinations. It identifies sources of employee stress and culture clash, and provides specific methods for minimizing their unintended impact on corporate combinations. It also gives advice for building a "one team" mindset and finding and locking in true synergies that make one plus one equal three in a merger or acquisition.

BUILDING YOUR DESIRED ORGANIZATION--Making Change Happen

Change is the only constant, but employees resist change. This presentation tells what goes wrong with failed organizational change efforts and what works in the successful cases. It shows executives and managers how to design and implement desired change by articulating their desired organization, overcoming employee resistance to change, understanding and addressing the rigors of transition, and refreezing the desired new organization. The presentation provides practical actions and insightful case examples for harnessing human, cultural, and strategic dynamics into a desired organization.

RECOVERING FROM DIFFICULT TIMES--Preparing Employees for Opportunities and Challenges

New economic realities have resulted in huge numbers of organizational restructurings and downsizings—layoffs due to factors beyond the control of employees and not their individual performance. Survivors experience tremendous loss following a downsizing: the loss of familiar co-workers, anticipated career paths, the sense of fair play at the work place and, most importantly, of control over their job security. Survivors also have to contend with taking on the work previously conducted by former colleagues and the prospects of more layoffs in the future. The good news is that people are highly resilient—after working through their losses, they can regain focus on both short-term goals and long-term opportunities. This presentation shows how to help organizations—and their people—recover from difficult downsizings and restructurings. It illustrates how to enhance employee morale, team performance, and overall organizational effectiveness following difficult economic times. And, it provides tactics to help people work smarter—and not just harder—following a downsizing.

DEVELOPING A LEADERSHIP STYLE IN TODAY’S BUSINESS ENVIRONMENT--Leading and Managing Your Organization to Excellence

The pressures on executives in today’s work organizations are substantial and varied, including increased globalization, rapid technological advances, changing market conditions and evolving customer expectations. Amidst all these forces, executives must produce short-term results to satisfy superiors and shareholders, while developing a long-term perspective to build customer loyalty and employee motivation. This presentation shows leaders how to balance competing pressures while producing desired business results. It helps participants distinguish between “managing” and “leading” and determine their own style and appropriate actions for moving themselves, their work teams, and their organizations forward.

MAINTAINING PRODUCTIVITY DURING ORGANIZATIONAL CHANGE

This presentation for team leaders explains the stages employees go through during times of intense organizational change and shows how to manage each stage to help employees let go of old ways of thinking about and doing things and then accepting new ones. It provides proven methods for maintaining productivity during transition and getting employees focused on new business realities and opportunities.

CULTURE MATTERS

This presentation provides empirical data showing that corporate culture does matter in achieving financial results. It offers a model for building a desired corporate culture. And, it shows the many ways executives and managers directly and indirectly influence employee behaviors and attitudes.
  • Charging Back Up the Hill: Workplace Recovery After Mergers, Acquisitions, and Downsizings
    Charging Back Up the Hill: Workplace Recovery After Mergers, Acquisitions, and Downsizings Purchase Book
  • Joining Forces 2nd Edition: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances
    Joining Forces 2nd Edition: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances Purchase Book
  • Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances
    Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances Purchase Book

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Recent Books

  • Charging Back Up the Hill: Workplace Recovery After Mergers, Acquisitions, and Downsizings
    Charging Back Up the Hill: Workplace Recovery After Mergers, Acquisitions, and Downsizings Purchase Book
  • Joining Forces 2nd Edition: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances
    Joining Forces 2nd Edition: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances Purchase Book
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