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Mergers and Acquisitions : Integration and Transformation Management as the Gateway to Success.

By: Bergamin, Stephan.
Contributor(s): Braun, Markus.
Material type: TextTextSeries: eBooks on Demand.Management for Professionals: Publisher: Cham : Springer International Publishing, 2017Copyright date: ©2018Description: 1 online resource (110 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783319605043.Subject(s): Consolidation and merger of corporationsGenre/Form: Electronic books.Additional physical formats: Print version:: Mergers and Acquisitions : Integration and Transformation Management as the Gateway to SuccessDDC classification: 650 Online resources: Click here to view this ebook.
Contents:
Preface -- Contents -- About the Authors -- List of Figures -- List of Checklists -- 1: Integration Management in Mergers and Acquisitions: Success Factors and Pitfalls -- 1.1 Integration and Transformation Is Essential for the Success of an MandA Transaction -- 1.2 Success Factors and Pitfalls -- 1.3 Clearly Outline Your Vision and Organize the Integration Project -- 1.3.1 Principles -- 1.3.1.1 Devise an Integration Plan at an Early Stage and Outline a Clear Vision -- 1.3.1.2 Leading-Edge Enterprises Put Their Leaders First -- 1.3.1.3 Involving the Corporate Management Is Important, but not Enough -- 1.3.1.4 Successful Companies Capitalize on Previous Integration Planning Experiences -- 1.3.2 Success Factor: Stringent and Systematic Implementation Thanks to Coaching -- Practical Example -- 1.3.3 Pitfall: Integration Manager with the Right Pedigree, but not from the Same Stable -- Practical Example -- 1.3.4 Pitfall: Side Plots Are Distracting -- Practical Example -- Bottom Line -- 1.4 Secure the Future Organization´s Efficacy -- 1.4.1 Principles -- 1.4.1.1 Leading-Edge Companies Will not Content Themselves with Mere ``Docking´´ -- 1.4.1.2 Secure Business Operations and Highlight Additional Potential -- 1.4.1.3 Leading-Edge Enterprises Quickly Create Transparency -- 1.4.2 Success Factor: Utilize Growth and Knowledge Synergies -- Practical Example -- 1.4.3 Pitfall: Lack of Transparency for a Prolonged Period of Time -- Practical Example -- Bottom Line -- 1.5 Appoint the Management Team -- 1.5.1 Principles -- 1.5.1.1 Appoint Top Management and Operative Management -- 1.5.1.2 Dispatch Operative Key Figures into Both Directions -- 1.5.1.3 Leading-Edge Enterprises Keep Key Employees Loyal to the Company over the Long Run -- 1.5.2 Success Factor: A Holistic Approach -- Practical Example -- 1.5.3 Pitfall: Top Management Keep Themselves to Themselves.
Bottom Line -- 1.6 One Team, One Goal -- 1.6.1 Principles -- 1.6.1.1 Savvy and Successful Acquirers Train Their Staff -- 1.6.1.2 Leading-Edge Companies Adapt and Orient Incentive Schemes to Their Target -- 1.6.2 Success Factor: Prolonged Initiation Phase -- Practical Example -- 1.6.3 Pitfall: Incentive Systems Gradually Lose Their Appeal -- Practical Example -- Bottom Line -- 1.7 Join Forces on an Operative Level -- 1.7.1 Principles -- 1.7.1.1 Integration Projects: A Chance to Improve Operative Processes -- 1.7.1.2 IT Is a Powerful Tool for Operative Amalgamation -- 1.7.1.3 Leading-Edge Enterprises Do not Consolidate Operative Units at all Cost -- 1.7.2 Success Factor: Amalgamation, but not at All Cost -- 1.7.3 Pitfall: Focus on Technical Details -- Bottom Line -- 1.8 Key Factors of Integration Management -- 1.8.1 Organization and Leadership Personalities -- 1.8.2 Exploit Synergies -- 1.8.3 Put Mobilization to Use -- 1.8.4 Resources -- 1.8.5 Integration Management Means Project Management -- 1.8.6 The Most Important Points so Far -- References -- 2: Integration Management as a Gateway to Performance Transformation -- 2.1 Sustainable Integration Success Takes Longer than a Hundred Days -- 2.2 Institutionalize Integration Responsibility -- 2.3 Implementing Performance Transformation -- 2.3.1 Four Dimensions -- 2.3.2 Width of Integration -- 2.3.3 Depth of Integration -- 2.3.4 Areas of Integration -- 2.3.5 List of Priorities -- 2.3.6 Individual Design of Performance Transformation -- 2.3.7 Checklist 1: Scaling and Standardization in an International Context -- 2.4 Exploit Growth Dynamics -- Practical Example -- 2.5 Take Care of Talents -- 2.6 Introduce Integration Monitoring -- 2.6.1 Integration Scorecard -- Practical Example -- 2.6.2 Opportunity and Risk Management -- 2.6.3 Post-merger Audit.
2.7 Integration Management and Performance Transformation Checklists -- 2.7.1 Checklist 2: Institutionalize Integration Office Responsibility -- 2.7.2 Checklist 3: Enforce Performance Transformation -- 2.7.3 Checklist 4: Exploit Growth Dynamics -- 2.7.4 Checklist 5: Take Care of Talents -- 2.7.5 Checklist 6: Introduce Integration Monitoring -- 2.8 Legal Aspects of Post-merger Integrations -- 2.8.1 Due Diligence -- 2.8.2 Competition Law Aspects -- 2.8.3 Corporate Law Aspects -- 2.8.4 Employment Law Aspects -- 2.8.5 Conclusion -- References -- 3: Global Merger dormakaba: Interview and Case Study -- 3.1 Interview with Riet Cadonau, CEO dormakaba Group -- 3.2 Our First Hypothesis: Integration Planning Starts as Early as During the MandA Transaction Phase Before the Closing -- 3.3 Our Second Hypothesis: Project Management Skills Are Central to Successful Integration Management, i.e. Top-level Guiding ... -- 3.4 Our Third Hypothesis: Measures in Integration Management Depend on Each Individual Case and Are a Matter of Common Sense a... -- 3.5 Our Fourth Hypothesis: Speed Is of the Essence when It Comes to Appointing Key Positions or Outlining the New Organization -- 3.6 Our Fifth Hypothesis: Sufficient and Suitable Personnel Resources Have a Considerable Impact on Sustainable Integration Su... -- 3.7 Conflict Management During the Integration Process -- 3.8 The dormakaba Merger Takeaways -- Bottom Line -- 4: Global Merger LafargeHolcim: Interview and Case Study -- 4.1 The Essentials of the Merger in Brief and Selected Press Commentaries -- April 7, 2014: Announcement of the merger -- February/March 2015: New conditions for the completion of the merger -- April 2015: Appointment of the new leadership team -- July 14, 2015: Closing the merger -- October 12, 2015: New CFO -- March 2016: The merger is sluggish -- May 2016: The new group management is announced.
July 2017: New CEO -- 4.2 Interview with Christof Hässig, Head of Strategy and MandA, LafargeHolcim -- 4.3 Antitrust Issues and the Merger Process -- 4.4 The LafargeHolcim Merger Takeaways -- Bottom Line -- Closing Remarks -- Glossary.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF4999.2-6182 (Browse shelf) http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=4939910 Available EBC4939910

Preface -- Contents -- About the Authors -- List of Figures -- List of Checklists -- 1: Integration Management in Mergers and Acquisitions: Success Factors and Pitfalls -- 1.1 Integration and Transformation Is Essential for the Success of an MandA Transaction -- 1.2 Success Factors and Pitfalls -- 1.3 Clearly Outline Your Vision and Organize the Integration Project -- 1.3.1 Principles -- 1.3.1.1 Devise an Integration Plan at an Early Stage and Outline a Clear Vision -- 1.3.1.2 Leading-Edge Enterprises Put Their Leaders First -- 1.3.1.3 Involving the Corporate Management Is Important, but not Enough -- 1.3.1.4 Successful Companies Capitalize on Previous Integration Planning Experiences -- 1.3.2 Success Factor: Stringent and Systematic Implementation Thanks to Coaching -- Practical Example -- 1.3.3 Pitfall: Integration Manager with the Right Pedigree, but not from the Same Stable -- Practical Example -- 1.3.4 Pitfall: Side Plots Are Distracting -- Practical Example -- Bottom Line -- 1.4 Secure the Future Organization´s Efficacy -- 1.4.1 Principles -- 1.4.1.1 Leading-Edge Companies Will not Content Themselves with Mere ``Docking´´ -- 1.4.1.2 Secure Business Operations and Highlight Additional Potential -- 1.4.1.3 Leading-Edge Enterprises Quickly Create Transparency -- 1.4.2 Success Factor: Utilize Growth and Knowledge Synergies -- Practical Example -- 1.4.3 Pitfall: Lack of Transparency for a Prolonged Period of Time -- Practical Example -- Bottom Line -- 1.5 Appoint the Management Team -- 1.5.1 Principles -- 1.5.1.1 Appoint Top Management and Operative Management -- 1.5.1.2 Dispatch Operative Key Figures into Both Directions -- 1.5.1.3 Leading-Edge Enterprises Keep Key Employees Loyal to the Company over the Long Run -- 1.5.2 Success Factor: A Holistic Approach -- Practical Example -- 1.5.3 Pitfall: Top Management Keep Themselves to Themselves.

Bottom Line -- 1.6 One Team, One Goal -- 1.6.1 Principles -- 1.6.1.1 Savvy and Successful Acquirers Train Their Staff -- 1.6.1.2 Leading-Edge Companies Adapt and Orient Incentive Schemes to Their Target -- 1.6.2 Success Factor: Prolonged Initiation Phase -- Practical Example -- 1.6.3 Pitfall: Incentive Systems Gradually Lose Their Appeal -- Practical Example -- Bottom Line -- 1.7 Join Forces on an Operative Level -- 1.7.1 Principles -- 1.7.1.1 Integration Projects: A Chance to Improve Operative Processes -- 1.7.1.2 IT Is a Powerful Tool for Operative Amalgamation -- 1.7.1.3 Leading-Edge Enterprises Do not Consolidate Operative Units at all Cost -- 1.7.2 Success Factor: Amalgamation, but not at All Cost -- 1.7.3 Pitfall: Focus on Technical Details -- Bottom Line -- 1.8 Key Factors of Integration Management -- 1.8.1 Organization and Leadership Personalities -- 1.8.2 Exploit Synergies -- 1.8.3 Put Mobilization to Use -- 1.8.4 Resources -- 1.8.5 Integration Management Means Project Management -- 1.8.6 The Most Important Points so Far -- References -- 2: Integration Management as a Gateway to Performance Transformation -- 2.1 Sustainable Integration Success Takes Longer than a Hundred Days -- 2.2 Institutionalize Integration Responsibility -- 2.3 Implementing Performance Transformation -- 2.3.1 Four Dimensions -- 2.3.2 Width of Integration -- 2.3.3 Depth of Integration -- 2.3.4 Areas of Integration -- 2.3.5 List of Priorities -- 2.3.6 Individual Design of Performance Transformation -- 2.3.7 Checklist 1: Scaling and Standardization in an International Context -- 2.4 Exploit Growth Dynamics -- Practical Example -- 2.5 Take Care of Talents -- 2.6 Introduce Integration Monitoring -- 2.6.1 Integration Scorecard -- Practical Example -- 2.6.2 Opportunity and Risk Management -- 2.6.3 Post-merger Audit.

2.7 Integration Management and Performance Transformation Checklists -- 2.7.1 Checklist 2: Institutionalize Integration Office Responsibility -- 2.7.2 Checklist 3: Enforce Performance Transformation -- 2.7.3 Checklist 4: Exploit Growth Dynamics -- 2.7.4 Checklist 5: Take Care of Talents -- 2.7.5 Checklist 6: Introduce Integration Monitoring -- 2.8 Legal Aspects of Post-merger Integrations -- 2.8.1 Due Diligence -- 2.8.2 Competition Law Aspects -- 2.8.3 Corporate Law Aspects -- 2.8.4 Employment Law Aspects -- 2.8.5 Conclusion -- References -- 3: Global Merger dormakaba: Interview and Case Study -- 3.1 Interview with Riet Cadonau, CEO dormakaba Group -- 3.2 Our First Hypothesis: Integration Planning Starts as Early as During the MandA Transaction Phase Before the Closing -- 3.3 Our Second Hypothesis: Project Management Skills Are Central to Successful Integration Management, i.e. Top-level Guiding ... -- 3.4 Our Third Hypothesis: Measures in Integration Management Depend on Each Individual Case and Are a Matter of Common Sense a... -- 3.5 Our Fourth Hypothesis: Speed Is of the Essence when It Comes to Appointing Key Positions or Outlining the New Organization -- 3.6 Our Fifth Hypothesis: Sufficient and Suitable Personnel Resources Have a Considerable Impact on Sustainable Integration Su... -- 3.7 Conflict Management During the Integration Process -- 3.8 The dormakaba Merger Takeaways -- Bottom Line -- 4: Global Merger LafargeHolcim: Interview and Case Study -- 4.1 The Essentials of the Merger in Brief and Selected Press Commentaries -- April 7, 2014: Announcement of the merger -- February/March 2015: New conditions for the completion of the merger -- April 2015: Appointment of the new leadership team -- July 14, 2015: Closing the merger -- October 12, 2015: New CFO -- March 2016: The merger is sluggish -- May 2016: The new group management is announced.

July 2017: New CEO -- 4.2 Interview with Christof Hässig, Head of Strategy and MandA, LafargeHolcim -- 4.3 Antitrust Issues and the Merger Process -- 4.4 The LafargeHolcim Merger Takeaways -- Bottom Line -- Closing Remarks -- Glossary.

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