The complete guide to mergers and acquisitions : process tools to support M&A integration at every level
著者
書誌事項
The complete guide to mergers and acquisitions : process tools to support M&A integration at every level
（The Jossey-Bass business & management series）
Jossey-Bass, c2000
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注記
Includes bibliographical references (p. 237-238) and index
内容説明・目次
内容説明
Based on the authors' consulting experience with numerous Fortune 500 companies, this resource will help you capture the synergies of your next merger or acquisition more quickly and effectively. Augmenting their step-by-step advice with helpful templates, checklists, graphs and tools; Galpin and Herndon provide sound guidance for successfully integrating different processes, organizations, and cultures. The authors also address pre-deal dos and don'ts, people dynamics, common mistakes, communications strategies, and specific actions you can take to create measurable positive results throughout the integration process.
目次
Preface. The Authors. Integration: The Real Deal--Why Deals Are Done--Integration: An Experience--Driven Skill Set--The Watson Wyatt Deal--Flow Model. Integration Begins with Due Diligence--Redefining the Process of Due Diligence--Due Diligence and Integration Risk Factors--Due Diligence and Organizational Culture--Due Diligence and Human Capital--Coordinating HR into the Due Diligence Process. Welcome to the Big Leagues of Change Management--Organizational Dynamics Created By Mergers and Acquisitions--Concepts of Change Management. The Merger Integration Work Streams Model--The Merger Integration Work Streams Model--Deploying the Model. Organizing and Involving Integration Task Forces--Establishing the Integration Infrastructure--Launching the Planning Process--Managing the Integration Process. Tell It Like It Is: Honest Communication--The Johari Window--Communication Models for a Merger--Knowledge Before New Skills. Don't Let Them Jump Ship: Retaining Your Key People--Indetifying Key People--Understanding What Motivates People--Developing and Executing an Action Plan. Setting the Organization Cures Many Ills: Structure and Staffing Decisions--Common Problems--Ten Principles--Fair Processes--Staffing Process Models. Keeping Track of Success: Merger Measurements Systems--Integration Measures--Operational Measures--Process and Cultural Measures--Financial Measures. "But They're So Different": Cultural Integration--Defining Organizational Culture--Discovering, Inventing, and Delivering Cultural Integration--Answering Key Questions--Sticking to the Implementation Plan--Contituous Management of Cultural Integration. Putting It All Together: Human Capital Integration and the Human Resources Function--The "Making Strategy Work" Function--The Competitive Advantage Model--Case Studies in Human--Capital--Related Integration. Keys ot M&A Success--RecommAndations for Success--Developing a Sustained M&A Capability--Avoiding "Killer" Phrases.
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