{"version":"1.0","type":"stack","id":"66ec886c-8ab8-4de0-90db-5ef78a982bc3","url":"https://stacklist.com/c/business/stack/66ec886c-8ab8-4de0-90db-5ef78a982bc3","title":"Leadership Decisions After Restructuring, Transformation and Post-Merger Integration: A Guide for CEOs and CHROs","description":"For CEOs, CHROs and transformation leads making the senior leadership calls that follow a restructuring, transformation or merger: who leads, how the top team is rebuilt, and how culture holds. Curated from Stanford GSB, McKinsey and Harvard Law School research by Carly Vivian, leadership and organizational change advisor and Stanford GSB Sloan Fellow.","privacy":"public","created_at":"2026-09-30T06:29:35.395Z","updated_at":"2026-09-30T12:43:59.520Z","author":{"username":"carlyvivian","name":"Carly Vivian","url":"https://stacklist.com/carlyvivian","type":"person"},"category":{"id":"business","name":"business","url":"https://stacklist.com/c/business"},"items":[{"id":"272e4f1e-758d-4d34-8de9-3b73b1e63021","position":1,"title":"Selecting the Post-Merger Top Team and Operating Model","url":"https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/realizing-the-value-of-your-merger-with-the-right-operating-model","note":"McKinsey on why CEOs should define the top two levels of the combined organization first, and how to handle top-team selection when executives are jockeying for position.","image":{"url":"https://ucarecdn.com/aef79f7a-2731-4274-9913-2b8e97425333/","alt":"Selecting the Post-Merger Top Team and Operating Model","width":1366,"height":1021},"direct_link":"https://stacklist.com/card/272e4f1e-758d-4d34-8de9-3b73b1e63021","created_at":"2026-09-30T06:29:58.790Z","updated_at":null},{"id":"94d985f2-a3e9-4131-9324-c61497df2a59","position":2,"title":"Equipping Leaders for Merger Integration Success","url":"https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/equipping-leaders-for-merger-integration-success","note":"McKinsey on preparing three leadership cohorts, from the top team to the top 100-250 leaders, to lead the newly combined company after close.","image":{"url":"https://ucarecdn.com/195ca038-82b9-415d-8595-31edb44e8835/","alt":"Equipping Leaders for Merger Integration Success","width":1080,"height":720},"direct_link":"https://stacklist.com/card/94d985f2-a3e9-4131-9324-c61497df2a59","created_at":"2026-09-30T06:30:01.372Z","updated_at":null},{"id":"843355b5-97da-43b0-8605-aa01825df831","position":3,"title":"Integrating Cultures After a Merger","url":"https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/organizational-culture-in-mergers-addressing-the-unseen-forces","note":"McKinsey on setting cultural direction early and why an aligned top team that role-models new behaviors decides whether integration sticks.\n","image":{"url":"https://ucarecdn.com/c0802358-d0fe-4fe8-8043-458c932a1d3a/","alt":"Integrating Cultures After a Merger","width":960,"height":640},"direct_link":"https://stacklist.com/card/843355b5-97da-43b0-8605-aa01825df831","created_at":"2026-09-30T06:30:03.675Z","updated_at":null},{"id":"3c40b85f-f9d0-41dd-b609-ce9d1e353554","position":4,"title":"Stanford GSB: Why Most Mergers Fail on Culture","url":"https://www.gsb.stanford.edu/experience/news-history/back-class-ai-powered-org","note":"Stanford GSB professor Amir Goldberg on cultural mismatch as the leading cause of M&A failure, and how data now shows whether two cultures are actually integrating.\n","image":{"url":"https://ucarecdn.com/ff6daace-e22a-4494-b4e3-9e1628df9eec/","alt":"Stanford GSB: Why Most Mergers Fail on Culture","width":1200,"height":703},"direct_link":"https://stacklist.com/card/3c40b85f-f9d0-41dd-b609-ce9d1e353554","created_at":"2026-09-30T06:30:06.125Z","updated_at":null,"aco":{"summary":"Amir Goldberg, a Stanford GSB professor, discusses how AI is transforming organizational structures and the importance of understanding where AI should augment versus substitute human labor. 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