The Complete Guide to Mergers and Acquisitions

Everything Managers Need to Make M&A Work

Too many high-potential mergers and acquisitions fail because of poorly managed integration strategies. In this book, two experts provide all the tools, templates, and proven techniques managers need to efficiently combine different processes, organizations, and cultures. Packed with examples from contemporary mega-mergers, their detailed instructions allow senior executives and line managers alike to negotiate difficult change dynamics, alleviate employee resistance, retain key talent, and measure their progress each step of the way.

1. Preface
2. 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 Project
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
• Identifying Key People
• Understanding What Motivates People
• Developing and Executing an Action Plan
8. Setting the Organization Cures Many Ills: Structures and Staffing Decisions
• Common Problems
• Ten Principles
• Fair Processes
• Staffing Process Models
9. Keeping Track of Success: Merger Measurement 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
• Continuous Management of Cultural Integration
11. Putting It All Together: Human Capital Integration and the Human Resources Function
• The "Making Strategy Work" Model
• The Competitive Advantage Model
• Case Studies in Human-Capital-Related Integration
12. Keys to M&A Success
• Recommendations for Success
• Developing a Sustained M&A Capability
• Avoiding "Killer" Phrases
13. Resource A: Sample Task Force Charter
14. Resource B: Integration Planning Template
15. Resource C: Executive Summary of Watson Wyatt Worldwide's 1998-1999 Mergers and Acquisitions Survey, Assessing and Managing Human Capital: A Key to Maximizing M&A Deal Value

What is complete about this book is the boredom level. Can't understand why I bought it.