Kirsten Meynerts-Stiller – författare

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.

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.

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.

Schließen sich Unternehmen zusammen, geschieht das mit dem Ziel der Wertgenerierung. Doch viele M&A Projekte scheitern bereits in der Integrationsphase. Gründe dafür können unzureichende Kommunikation, Managementfehler, kulturelle Hindernisse oder der Verlust von Leistungsträgern sein. Die Autoren nehmen den Integrationsprozess in den Fokus, geben einen umfassenden Überblick über die wesentlichen Planungs- und Umsetzungsschritte und erläutern die Erfolgsfaktoren, um Fusionspotentiale nutzen zu können.In der Neuauflage werden aktuelle Themen berücksichtigt, dazu gehören neue Organisationsformen in PIM-Prozessen, die Verbindung von Transaktion und Transformation sowie Nachhaltigkeitsaspekte im Integrationsprozess. Die Darstellung wird unterstützt durch zahlreiche Beispiele, Best-Practice-Ansätze, Tools und Checklisten, die Hilfestellung geben, ein Integrationskonzept wirksam umzusetzen .

Schließen sich Unternehmen zusammen, geschieht das mit dem Ziel der Wertgenerierung. Doch viele M&A Projekte scheitern bereits in der Integrationsphase. Gründe dafür können unzureichende Kommunikation, Managementfehler, kulturelle Hindernisse oder der Verlust von Leistungsträgern sein. Die Autoren nehmen den Integrationsprozess in den Fokus, geben einen umfassenden Überblick über die wesentlichen Planungs- und Umsetzungsschritte und erläutern die Erfolgsfaktoren, um Fusionspotentiale nutzen zu können.In der Neuauflage werden aktuelle Themen berücksichtigt, dazu gehören neue Organisationsformen in PIM-Prozessen, die Verbindung von Transaktion und Transformation sowie Nachhaltigkeitsaspekte im Integrationsprozess. Die Darstellung wird unterstützt durch zahlreiche Beispiele, Best-Practice-Ansätze, Tools und Checklisten, die Hilfestellung geben, ein Integrationskonzept wirksam umzusetzen .