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| Document Type: | Book |
|---|---|
| All Authors / Contributors: |
Scott C Whitaker |
| ISBN: | 9781118004371 111800437X 9781118221785 1118221788 9781118233429 1118233425 9781118260326 1118260325 |
| OCLC Number: | 779097243 |
| Notes: | Includes index. |
| Description: | xi, 173 p. : ill. ; 24 cm. |
| Contents: | Acknowledegments Chapter 1 Introduction Who Should Use This Book? How This Book Is Set Up Chapter Summaries Word to the Wise Chapter 2 Merger & Acquisition 101 and Assessing Integration Complexity and Risk Merger & Acquisition 101 Determining Post-Acquisition Integration Scope Subsidiary Bolt On Acquisition (Also Called "Tuck-In") Functional Integration Functional/Operational/Full Integrations Assessing Integration Complexity and Risk Due Diligence Stakeholder Interviews and Complexity Stakeholder Interviews and Risk Assessing Operating Style Risk Assessing the Evaluation and Measurement of Performance Summary Chapter 3 Making the Business Case for Integration How to Improve Performance Synergy Economy of Scale Cross-Selling Economy of Scope Taxation Geographical or Other Diversification Vertical Integration Diversification Measuring Merger or Acquisition Success The Most Complex Areas Making the Business Case for Integration Support The Challenges of Integration Integration Success Factors Summary Chapter 4 An Introduction to Integration Planning Integration Activities Integration Timing Operations Consolidations Pending Acquisitions Information Systems Integration and Business Planning Vision and Strategy Focus of Delivering Value (and Not Losing Any) Managing the Change, People, and Potential Business Disruption Integration Support Transaction Advisors Specialty Firms Summary Chapter 5 The Pre-Planning Phase Key Activities Determining Integration Type Stress Testing and Synergy Assumptions Reviewing Planning Documents Labor Employee Data Store and Plant Data Stakeholder Communities/Audiences Assessing Potential Challenge Areas Effective Plan Management and Governance Delivering Value Establishing the Right Level of Integration Culture and Business Environment Summary Chapter 6 The Importance of Due Diligence Due Diligence Documents Lists Corporate Books and Records Financial Information Employee Materials Contingent Liabilities Contracts, Agreements and Other Arrangements Proprietary Rights Plant, Property, and Equipment Insurance Sales and Marketing Miscellaneous A Few Words about IT Due Diligence Summary Chapter 7 Establishing an IMO (Integration Management Office) Setting Up an IMO Office Verifying Integration Type and Level of Support Required Adapting Structure to Fit Your Integration Type Determining Functional Resource Commitments Dedicated versus Matrixed Resources Setting up an Integration Project Charter Setting Up an Integration Governance Structure Summary Chapter 8 Executing Your Integration Plan Functional Work Plans Integration Workstreams Prioritizing Integration Workstreams Functional Workplans Workplan Quality Functions Requiring Extra Attention Human Resources Information Technology Finance Summary Chapter 9 Planning Your Integration's End State How to Know When an Integration Is Finished The Typical Process: Roles, Responsibilities, Tracking, and Finishing Well Summary Chapter 10 Effective Communication Planning Communication Planning Objectives Guiding Principles for an Effective Communication Plan Establishing a Communication Matrix Communication after Day 1 Don't Just "Wing It" Preparing for Employee Day 1 The Risk of Poor Communications A Proper Communication Process Roles, Responsibilities, and Target Audiences Messages by Audience Summary Chapter 11 Cultural Integration and Assessment Managing Cultural Integration Activities Assessing Culture Roles and Responsibilities Activities and the IMO Timeline Culture and Change Management Summary Chapter 12 The Talent Assessment Process Talent Assessment Guiding Principles Talent Assessment Objectives Evaluation Tools for Assessing Talent Retention/Separation Guidelines and Policies Dependencies for Talent Assessment/Retention and Separation Activities Example Scenario #1 Example Scenario # 2 Example Scenario # 3 Things to Avoid Summary Chapter 13 Synergy Program Management Effectively Managing Synergies The IMO's Role in Managing a Synergy Program A Typical Synergy Plan Process Details Costs to Achieve (CTAs) Best Practices Tips Managing the Handoff Defining the Undefined Delays Almost Always Negatively Affect Synergies Bad News Does Not Get Better with Age If It Looks Too Good to Be True, It Probably Is Summary Chapter 14 Information Technology Integration IT's Role within Integration Day 1 Planning The Three Risks Summary Chapter 15 Integration Feedback: Lessons Learned Goals and Tools of Lessons Learned Getting Feedback and Making Adjustments Too Much Paperwork! Reconciling Integration Work with Your Day Job Working Together Collecting Post-Integration Feedback Additional Tips Lack of Air Cover Under-Communicating Too Many Outside Consultants, Not Enough Insiders Be a Good Cop and a Bad Cop Open Door Policy You Don't Have a Dog in This Fight Do Your Homework Have a Bias for Urgency Don't Try and Solve World Hunger Dispense with the Politics Be Inspirational and Lead Summary Chapter 16 Creating an Integration Playbook Playbook Contents Listing Playbook Elements How the Elements Work Together Applying the Playbook Summary About the Author About the Website |
| Series Title: | Wiley finance series. |
| Other Titles: | Mergers and acquisitions integration handbook |
| Responsibility: | Scott C. Whitaker. |
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