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Book
xxxi, 443 pages : illustrations ; 25 cm.
  • 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.
  • (source: Nielsen Book Data)9781118827239 20160617
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.
(source: Nielsen Book Data)9781118827239 20160617
Business Library
OB-336-01
Book
1 online resource.
ProQuest Ebook Central Access limited to one user.
Business Library
OB-336-01
Book
xiv, 347 p. ; 24 cm.
  • Table of Contents Preface: Three Common Suppositions to Be Discarded 1. Strategy as a Case to Be Cracked 2. Bruce Henderson Defines the Subject 3. The Experience Curve Delivers a Shock 4. Loading the Matrix 5. What Bill Bain Wanted 6. Waking Up McKinsey 7. Michael Porter Encounters the Surreal 8. The Human Stain 9. The Paradigm That Failed? 10. Struggling to Make Something Actually Happen 11. Breaking the World Into Finer Pieces 12. The Wizards of Finance Reveal Strategy's True Purpose 13. How Competencies Came to Be Core 14. The Revolution Conquers the World 15. Three Versions of Strategy as People Coda: The Future of Corporate Strategy.
  • (source: Nielsen Book Data)9781591397823 20160604
Imagine, if you can, the world of business - without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turbocharged business as never before, with implications far beyond what even they imagined. In The Lords of Strategy, renowned business journalist and editor Walter Kiechel tells, for the first time, the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry: Bruce Henderson, founder of Boston Consulting Group Bill Bain, creator of Bain & Company Fred Gluck, longtime Managing Director of McKinsey & Company Michael Porter, Harvard Business School professor Providing a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work.
(source: Nielsen Book Data)9781591397823 20160604
Business Library
OB-336-01
Book
1 online resource.
  • Preface: Three common beliefs to be discarded
  • Strategy as a case to be cracked
  • Bruce Henderson defines the subject
  • The experience curve delivers a shock
  • Loading the matrix
  • What Bill Bain wanted
  • Waking up McKinsey
  • Michael Porter encounters the surreal
  • The human stain
  • The paradigm that failed?
  • Struggling to make something actually happen
  • Breaking the world into finer pieces
  • The wizards of finance reveal strategy's true purpose
  • How competencies came to be core
  • The revolution conquers the world
  • Three versions of strategy as people
  • And where was strategy when the global financial system collapsed?
  • Coda: The future of strategy.
ProQuest Ebook Central Access limited to three simultaneous users.
Business Library
OB-336-01