Post-Merger Management (inbunden)
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Format
Inbunden (Hardback)
Språk
Engelska
Antal sidor
336
Utgivningsdatum
2019-10-08
Förlag
Emerald Publishing Limited
Dimensioner
231 x 155 x 25 mm
Vikt
568 g
Antal komponenter
1
ISBN
9781838674526

Post-Merger Management

Value Creation in M&A Integration Projects

av Kirsten Meynerts-Stiller, Christoph Rohloff
Inbunden,  Engelska, 2019-10-08
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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.
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Recensioner i media

Offering business integration managers ideas on restructuring two merged organizations to form a functioning, profitable business, Meynerts-Stiller and Rohloff cover the world in merger and acquisition mode, from the transaction to integration, superordinate integration strategy, managing the uncontrollable, cultural mergers, and functional integration strategies. Specific topics include handing over the baton from the transaction team to the integration team, visible signs of integration readiness, managing the risks of integration, cultural integration, and human resources in the integration process. Distributed in North America by Turpin Distribution. -- Annotation 2019 * (protoview.com) *

Övrig information

Kirsten Meynerts-Stiller founded Frankfurter Gruppe corporate development in 1998. She works on strategic, structure and process levels in a systemic combination with change dynamics and leadership issues. Christoph Rohloff entered business as Managing Director and business developer in the printing machine industry. His focus is on risk-based analysis, management systems and post merger integration excellence.

Innehållsförteckning

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

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