Interview with Barry Dornfeld
Principal and Head of Cultural Practice for CFAR
Once part of the Wharton School, the Center for Applied Research (CFAR) focuses on helping leaders solve new or stubborn organizational problems. Unlike organizations that focus only on the financial and operational aspects of transformation, CFAR focuses on the cultural and behavioural changes that make these transactions a success. Amira elAdawi and her team at Global Perspectives (now AMIRA & CO.) shares the same philosophy, so the two organizations frequently work together when a client requires a deep, cultural transformation.
With deep experience in a diverse range of settings, organizations and geographies, Amira excels in engagements where a personal approach will help with potentially challenging interpersonal or political dynamics. “Amira has the ability to understand agendas, where each party’s interests are rooted, and can quickly ascertain the leadership dynamics of the personalities involved,” said Dornfeld. “She also fully understands the business side – no matter how complex – and can manage systems, operations and culture in a way that few others can match.”
“Organizations that do pre- or post-M&A consulting are typically pretty rooted in the transaction: finances, structural pieces, infrastructure and the like. But, as anyone who has been through this process before will attest, attending to the cultural aspects of the acquisition will make or break the success of the new venture.”
The support required to successfully navigate business transformation, or to achieve the intended goals of an M&A transaction, is bidirectional. Not only is it necessary to provide strong leadership to the operational teams who make the integration happen, it’s also critical for executives to have a confidant on the process – someone who can provide unfiltered insight into the ground-level status of the project. Amira shines in this regard as well.
“Amira is a natural coach and advisor, in particular in working within the sense of vulnerability that often pervades the culture of the acquired company. By working with the CEO and other leaders of the acquired company, Amira thoughtfully helps them to navigate their way through the post-acquisition world. Her interpersonal abilities are top-notch, and her continuous coaching ensures they’re able to move forward in a positive, productive way.”
“Amira deals with complexity in a way that is both highly respectful and gets to the root of the problem. Her sophistication and ability to address issues is remarkable and unique,” said Dornfeld. “She’s a great leader, collaborator and partner.”