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Full Description
Companies acquire and merge to generate accelerated value growth. But merger integrations pose an enormous challenge to organisations: they are fraught with over-inflated expectations of making rapid synergy gains, laden with pitfalls inherent to complex organisational change, charged with emotion and are often influenced by socio-psychological dynamics. This complicated situation poses risks, and it is no surprise that many merger integrations turn out to be botched jobs.
This book pools the current know-how, and closes important knowledge gaps, to offer hands-on advice and practical answers to the many 'how to' questions relating to merger implementation. It also explains the broader M&A context in which integration projects are rooted, providing a crucially important understanding of how to assess the chances of realising synergy potential and evaluate integration risks. The book demonstrates how integration can succeed and provides a candid overview of everything that needs to be done to navigate one of the most challenging areas of entrepreneurial activity.
Business integration managers should view this as a vital instruction manual containing the essentials for the successful organisation of merger integration projects. The book guides PMI-managers through all the relevant fields of action to ensure a successful merger which forms a functioning and profitable business.
Contents
Part I: Introduction Chapter 1. Mergers are back in business
Part II: The world in M&A mode
Chapter 2. "M&A" as a global market phenomenon
Chapter 3. Attempts at explaining the M&A adventure
Chapter 4. Merger integration competence
Chapter 5. Profile of an integration manager
Part III: From the transaction to integration
Chapter 6. What goes on prior to implementation
Chapter 7. Handing over the baton from the transaction team to the integration team
Chapter 8. From signing to closing
Chapter 9. Share deal vs. asset deal
Part IV: Day 1
Chapter 10. Visible signs of integration readiness
Part V: Superordinate integration strategy
Chapter 11. Fields of action in strategic integration planning
Part VI: Management of the uncontrollable
Chapter 12. Integration as a project
Chapter 13. How to organize an integration project in an intelligent way
Chapter 14. The logic of planning and control
Chapter 15. Controlling overall success
Chapter 16. Managing the risks of integration
Part VII: Cultural mergers
Chapter 17. Change management in merger integration
Chapter 18. Cultural integration
Chapter 19. Leadership development
Chapter 20. Strategy, team & divisional development
Chapter 21. Feedback loops
Chapter 22. Communication
Part VIII: Functional integration strategies
Chapter 23. HR in the integration process
Chapter 24. IT integration
Chapter 25. Sales & procurement
