The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level
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More About This Title The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level
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TIMOTHY J. GALPIN is President of Integration Partners, LLC, and has been involved in over thirty successful mergers. He is the author of two previous books, The Human Side of Change and Making Strategy Work, both from Jossey-Bass.
MARK HERNDON serves as regional leader for Merger and Acquisition Services with Watson Wyatt Worldwide. As a consultant on more than twenty integration assignments, his work has focused on designing and implementing merger integration approaches that maximize the speed, synergy capture, and strategic communication of the deal.
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Preface The Authors
1. Integration: The Real Deal -Why Deals Are Done -Integration: An Experience-Driven Skill Set -The Watson Wyatt Deal-Flow Model
2. 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
3. Welcome to the Big Leagues of Change Management -Organizational Dynamics Created By Mergers and Acquisitions -Concepts of Change Management
4. The Merger Integration Work Streams Model -The Merger Integration Work Streams Model -Deploying the Model
5. Organizing and Involving Integration Task Forces -Establishing the Integration Infrastructure -Launching the Planning Process -Managing the Integration Process
6. Tell It Like It Is: Honest Communication -The Johari Window -Communication Models for a Merger -Knowledge Before New Skills
7. Don't Let Them Jump Ship: Retaining Your Key People -Indetifying Key People -Understanding What Motivates People -Developing and Executing an Action Plan
8. Setting the Organization Cures Many Ills: Structure and Staffing Decisions -Common Problems -Ten Principles -Fair Processes -Staffing Process Models
9. Keeping Track of Success: Merger Measurements Systems -Integration Measures -Operational Measures -Process and Cultural Measures -Financial Measures
10. "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
11. 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
12. Keys ot M&A Success -Recommendations for Success -Developing a Sustained M&A Capability -Avoiding "Killer" Phrases
1. Integration: The Real Deal -Why Deals Are Done -Integration: An Experience-Driven Skill Set -The Watson Wyatt Deal-Flow Model
2. 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
3. Welcome to the Big Leagues of Change Management -Organizational Dynamics Created By Mergers and Acquisitions -Concepts of Change Management
4. The Merger Integration Work Streams Model -The Merger Integration Work Streams Model -Deploying the Model
5. Organizing and Involving Integration Task Forces -Establishing the Integration Infrastructure -Launching the Planning Process -Managing the Integration Process
6. Tell It Like It Is: Honest Communication -The Johari Window -Communication Models for a Merger -Knowledge Before New Skills
7. Don't Let Them Jump Ship: Retaining Your Key People -Indetifying Key People -Understanding What Motivates People -Developing and Executing an Action Plan
8. Setting the Organization Cures Many Ills: Structure and Staffing Decisions -Common Problems -Ten Principles -Fair Processes -Staffing Process Models
9. Keeping Track of Success: Merger Measurements Systems -Integration Measures -Operational Measures -Process and Cultural Measures -Financial Measures
10. "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
11. 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
12. Keys ot M&A Success -Recommendations for Success -Developing a Sustained M&A Capability -Avoiding "Killer" Phrases
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"This is a very timely and useful book. The authors are clearly speaking from experience, and they present many practical concepts, activities, and tools. Merger managers who read this book are likely to increase shareholder value." --Henry Hutson, corporate vice president of human resources, Global Knowledge Network, Inc.
"The tools that Tim Galpin and Mark Herndon describe have been a great help to us in integrating people, processes, and cultures, which are critical steps in delivering the full value of a merger or acquisition." --Dan F. Smith, president and CEO, Lyondell Chemical Company
"When integrating two organizations and cultures, putting the proper process in place is key. This guide will help you avoid the pitfalls and follow the key steps to success." --Jeff Hemmer, vice president of customer supply chain, Equistar Chemicals
"The tools that Tim Galpin and Mark Herndon describe have been a great help to us in integrating people, processes, and cultures, which are critical steps in delivering the full value of a merger or acquisition." --Dan F. Smith, president and CEO, Lyondell Chemical Company
"When integrating two organizations and cultures, putting the proper process in place is key. This guide will help you avoid the pitfalls and follow the key steps to success." --Jeff Hemmer, vice president of customer supply chain, Equistar Chemicals
