Timothy J. Galpin

The Complete Guide to Mergers and Acquisitions

Process Tools to Support M&A Integration at Every Level

• Gebundenes Buch

Produktbeschreibung

Ease the M&A process with a more effective integration plan
The Complete Guide to Mergers and Acquisitions is the ultimate handbook for planning and managing post-merger integration. Packed full of "how to" guidance, tools, templates and resources that have been put to the test on numerous due diligence and integration efforts around the world, The Complete Guide to Mergers and Acquisitions has been the go-to guide for firms seeking to maximize the value of their deals since the release of the first edition in 1999.

Poor integration management virtually ensures that a merger or acquisition will fail to meet financial and strategic goals. The Complete Guide to Mergers and Acquisitions provides the information that enables firms to quickly and prudently capture projected cost and revenue synergies, and to move the combined organization forward. The book addresses strategic deal considerations, due diligence, integration management, people dynamics and cultural integration, common integration mistakes, communications strategies, and provides actionable steps toward creating measurable, positive results throughout the integration process. The updated third edition contains new information and tools to help firms in any industry manage deals of all sizes, including:

Results of The State of M&A Integration Effectiveness Survey, 2014
A new chapter on the M&A process deal stages, with an expanded Deal Flow Model
Findings of substantial M&A research from various studies in multiple industries and organizations, supporting the concepts presented throughout the book
New and revised tools and templates for due diligence, integration, and results measurement and reporting
New case examples of recent transactions
Highlighted Key Principles throughout each chapter
A summary of key points at the end of each chapter
Discussion questions addressing the key themes of each chapter
A rapid assessment diagnostic regarding the key elements of each chapter, which can be completed for any organization
A revised chapter on taking your M&A game to the next level - essential requirements for building M&A capabilities into a consistently successful enterprise competency
Merger and acquisition activity across the globe continues to grow, and is also playing a major role in the development of expanding markets. A well-managed integration effort is essential to success, and failure means a tremendous waste in terms of time and money, as well as the rapid destruction of shareholder value. The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level, Third Edition is an invaluable resource to guide firms in managing M&A integration and maximize the value of their deals.

Produktdetails

• Verlag: Wiley & Sons
• 3. Aufl.
• Seitenzahl: 480
• Erscheinungstermin: 21. Juli 2014
• Englisch
• Abmessung: 241mm x 196mm x 30mm
• Gewicht: 852g
• ISBN-13: 9781118827239
• ISBN-10: 1118827236
• Artikelnr.: 40743087

Autorenporträt

TIMOTHY GALPIN, PhD is a Clinical Professor of Management at Colorado State University teaching Strategy and Entrepreneurship. His consulting, research, and publishing are in the areas of Mergers and Acquisitions, Leading Sustainable Organizations, Leadership Effectiveness, and Entrepreneurship. Prior to his teaching, Tim gained over 20 years of experience as a management consultant and business manager working with boards and senior management around the world on strategic planning, strategy execution, merger and acquisition integration, divestitures, restructurings, human capital management, business productivity improvement, and organizational culture change. He still consults to firms on these topics. MARK HERNDON serves as president of M&A Partners, where his practice includes M&A integration strategy and management; building internal M&A capabilities for corporate acquirers; due diligence; culture assessment and integration; and change management, communications, and leadership during periods of disruptive change. Previously, he was president of Parkwood Advisors and U.S. Region Leader for Merger and Acquisition Services with Watson Wyatt Worldwide. Mark also serves as chief knowledge officer for the M&A Leadership Council and as a board director for various private companies and faith-based and charitable organizations. He has presented keynote addresses and concurrent sessions to nearly 400,000 people and is the author of a popular weekly newsletter, Merger Monday Insights, available at www.mapartners.net.

Inhaltsangabe

List of Exhibits xiii Foreword, by Jim Jeffries, cofounder and chairman,
M&A Leadership Council xvii Preface xxiii The Authors xxix ONE Integration:
Where Deal Value Is Realized 1 Buyer Beware! 2 Factors Contributing to Poor
M&A Results 4 Deal Strategy--Then and Now 6 Strategic Deal Rationale: The
Eight Cs 8 Serial Acquisitions as a Growth Strategy 9 Integrations Exist on
a Continuum 10 Ten Key Recommendations for Maximizing Deal Value 15 Develop
a Sustained M&A Capability 18 Be Sure to Avoid the Killer Phrases 19
Chapter Summary 21 Discussion Questions 23 Rapid Assessment Tool 23 TWO The
Deal Flow Model: Pitfalls and Best Practices Throughout the M&A Process 25
The Deal Flow Model 27 Chapter Summary 53 Discussion Questions 54 Rapid
Assessment Tool 54 THREE Integration Begins with Due Diligence 57 Due
Diligence Should Prevent Surprises 58 Due Diligence Is an Iterative Process
63 Managing Due Diligence as a Rapid Results Project 65 Target or Partner
Firm Participation in Due Diligence 67 Prioritize Synergies According
toTheir Impacts on Deal Value 68 Due Diligence and Integration Strategy 70
Due Diligence and Integration Risk Factors 70 Due Diligence and
Organizational Culture 73 Due Diligence and Human Resources 79 Due
Diligence and Human Capital 83 Chapter Summary 84 Discussion Questions 85
Rapid Assessment Tool 86 FOUR Welcome to the Big Leagues of Change
Management 89 OrganizationalDynamics Created by Mergers and Acquisitions 90
Seven Fundamentals of M&A Change Management 92 Chapter Summary 107
Discussion Questions 108 Rapid Assessment Tool 109 F I V E The Merger
Integration Work Streams Model 111 The Merger IntegrationWork Streams Model
113 Deploying the Model 124 Chapter Summary 130 Discussion Questions 130
Rapid Assessment Tool 131 S I X Organizing, Involving, and Coordinating
Integration Task Forces 133 Establishing the Integration Infrastructure 134
Staffing the Integration Project Team 141 Launching the Planning Process
142 Chapter Summary 164 Discussion Questions 165 Rapid Assessment Tool 166
SEVEN Waging the Communications Campaign 169 Great Ideas and GameWinners
188 M&A Communications: Lessons Learned 191 Chapter Summary 192 Discussion
Questions 193 Rapid Assessment Tool 194 E I G H T Don't Let Them Jump Ship:
Retaining and Rerecruiting Your Key People 197 "Me" Issues Dominate 198
Examples of Effective Retention and Rerecruitment 199 Identifying Key
Talent 201 UnderstandingWhat Motivates People 202 Developing and Executing
a Retention and Rerecruitment Action Plan 206 Retention and Rerecruitment
Options and Considerations 213 Chapter Summary 215 Discussion Questions 215
Rapid Assessment Tool 216 NINE Setting the Organization Cures Many Ills:
Structure and Staffing Decisions 219 Common Problems 221 Ten Principles 225
Fair Processes 240 Staffing Process Models 242 Chapter Summary 253
Discussion Questions 254 Rapid Assessment Tool 255 TEN Tracking Success:
Merger Measurement Systems 259 Integration Measures 262 Chapter Summary 290
Discussion Questions 291 Rapid Assessment Tool 292 ELEVEN "But They're So
Different": Cultural Integration 295 The Impact of Culture on NewCo
Performance 296 Operationalizing and Managing Cultural Integration 297
Discovering, Designing, and Delivering Cultural Integration 300 Answering
Key Questions 304 Sticking to the Cultural Integration Implementation Plan
307 Continuously Manage NewCo Culture 308 Chapter Summary 309 Discussion
Questions 310 Rapid Assessment Tool 311 TWELVE Human Capital Integration
and the Human Resources Function 313 The "Making StrategyWork" Model 316
Case Studies in Human Capital-Related Integration 319 Chapter Summary 327
Discussion Questions 328 Rapid Assessment Tool 329 THIRTEEN Merger Repair
331 Clear Symptoms 336 Merger Repair Rapid Assessment 338 Two Tracks of
Merger Repair 339 Chapter Summary 344 Discussion Questions 345 Rapid
Assessment Tool 345 FOURTEEN Taking Your M&A Game to the Next Level 347 Are
You Getting Better at M&A? 347 Failing to Protect Your Investment 348
Beware the "Not Invented Here" Syndrome 349 Don't Fumble at theGoal Line
350 Enterprise-Level M&A Competency Model 351 How Does Your Integration
Stack Up? 356 Does ItWork? 357 Chapter Summary 360 Discussion Questions 360
Rapid Assessment Tool 361 Resource A: Sample Task Force Charter 365
Resource B: Integration Planning Template 373 Resource C: Executive
Summary--The State of M&A Integration Effectiveness Survey, 2014 393
References 417 Index 429