El rumor se concret&oacute; en septiembre de 2017. Despu&eacute;s de dos a&ntilde;os de especulaciones, las compa&ntilde;&iacute;as DuPont y The Dow Chemical se fusionaron. Esta transacci&oacute;n, cotizada en 130,000 mdd, dio lugar a una de las empresas agroqu&iacute;micas m&aacute;s importantes del mundo: DowDuPont.En la nueva compa&ntilde;&iacute;a, que se dividi&oacute; en tres &aacute;reas &ndash;la de agricultura, llamada Corteva Agriscience; la de ciencias materiales, y la de productos qu&iacute;micos especializados&ndash;, se decidi&oacute; que la manera m&aacute;s eficiente de lograr los objetivos era concentrar elliderazgo en un solo individuo. Por lo que el ex CEO de DuPont, Edward Breen, asumi&oacute; el cargo de director general, mientras que el dirigente de Dow Chemical, Andrew Liveris, se convirti&oacute; en un nuevo miembro del consejo directivo.De esta manera, asegura Ram&oacute;n Morales, acad&eacute;mico de la Universidad Panamericana, se evitan las contradicciones en las &oacute;rdenes y la desorganizaci&oacute;n entre los colaboradores. El experto en comunicaci&oacute;n estrat&eacute;gica y liderazgo menciona que ante una reestructura de esta magnitud, lo mejor es dejar claro qui&eacute;n estar&aacute; al frente, pues la incertidumbre respecto a los ajustes de personal siempre se hacen presentes dentro del equipo de trabajo.Para Ad&aacute;n Sierra, director de Marketing del despacho de asesor&iacute;a en fusiones y adquisiciones Seale &amp; Associates M&eacute;xico, el no saber qui&eacute;n asume la direcci&oacute;n de la empresa reci&eacute;n formada es una de las principales causas de fracaso en las fusiones.&ldquo;Ante un momento de crisis, el papel del l&iacute;der es crucial, pues una persona que no habla, no escucha y no se involucra, simplemente no persuade y, en un proceso de fusi&oacute;n, esto es imperdonable&rdquo;, menciona.Alberto Mondelli, l&iacute;der de Soluciones Globales de la firma de consultor&iacute;a Willis Towers Watson, explica que la persona que lleva las riendas tiene que transmitir seguridad e inspirar al equipo. Es importante que genere estabilidad y sea emp&aacute;tico con el talento, pues acostumbrarse a una nueva cultura de trabajo puede generar un bache laboral.Adem&aacute;s, no basta con prometer. De acuerdo con el estudio &lsquo;Mitigating Culture Risk to Drive Deal Value&rsquo;, de la consultora Mercer, para 61% de los encuestados, el motor que mueve a una firma reci&eacute;n formada es la acci&oacute;n y no la palabra, principalmente si proviene del l&iacute;der.El buen l&iacute;der prefiere mostrar los resultados en el camino. &ldquo;La persona que lleva las riendas tiene definitivamente que ser alguien con una visi&oacute;n hacia el futuro, que se atreva a reconocer cu&aacute;les son las &aacute;reas de oportunidad en la organizaci&oacute;n. Lo m&aacute;s importante es que est&eacute; rodeado de un equipo multidisciplinario que apoye su estrategia orientada al logro de objetivos&rdquo;, indica Polo Garza, chairman para M&eacute;xico del holding de publicidad WPP.En este tipo de procesos, los trabajadores son un elemento clave del &eacute;xito empresarial. Colin Lange, director ejecutivo de Cultura y Engagement de la firma de dise&ntilde;o y branding Landor Am&eacute;rica, dice que ignorar a los individuos que se van a encargar de transformar las ideas en acciones y, por lo tanto, generar resultados, es el peor error que puede cometer un l&iacute;der.De hecho, 43% de las fusiones de compa&ntilde;&iacute;as fracasa debido al mal comportamiento de alg&uacute;n l&iacute;der, seg&uacute;n datos de la consultora de recursos humanos Mercer. Por eso, antes que priorizar las metas financieras, es conveniente atender las necesidades del talento.En este sentido, el l&iacute;der jam&aacute;s deber&iacute;a velar por sus intereses. Sierra expone que una persona que defiende las posiciones de sus amigos al interior de la nueva compa&ntilde;&iacute;a, lo &uacute;nico que provoca es la p&eacute;rdida de talento. &ldquo;La batalla se tiene que ganar en equipo, cuando las divisiones se aparecen, entonces el fracaso est&aacute; asegurado&rdquo;, indica el directivo de Seale &amp; Associates M&eacute;xico.

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