Joining Forces : Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances.

Mitchell Lee. Marks
Bok · Engelsk · 2010 · Electronic books.

Omfang	1 online resource (370 pages)
Utgave	2nd ed.
Opplysninger	JOINING FORCES: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances -- Contents -- Preface -- What This Book Is About -- What's New in This Edition? -- The Authors -- Part One: Creating Value in Mergers, Acquisitions, and Alliances -- Chapter One: The Elusive Equation -- M&amp -- A Scale and Scope -- Creating Value -- Strategy and Synergies -- Combination Forms -- The Human Side of M&amp -- A -- Making One Plus One Equal Three -- Chapter Two: What Goes Wrong and How to Make It Right -- Combinations Historically and Today -- Phases of a Combination -- The Merger Syndrome -- Joining Forces-Best Practices -- Four Truths About Combination Management -- Part Two: The Precombination Phase -- Chapter Three: Strategic and Operational Preparation -- The Four P's of Preparation -- A Disciplined Approach to M&amp -- A -- Purpose: Putting Strategy to Work in M&amp -- A -- Partner: Search and Selection -- Parameters: Defining the Relationship -- People: Managing the Human Dealings -- Chapter Four: Psychological Preparation -- Combination Mind-Sets -- Engaging Minds -- Human Reactions to a Combination -- Challenges in the Precombination Phase -- Preparation on the Seller's Side -- Precombination Phase Action Checklist -- Part Three: The Combination Phase -- Chapter Five: Leading the Combination -- Exemplary Leadership from Both Sides of the Deal -- Leadership Tasks in the Combination Phase -- Vision for the Combination -- Principles for the Transition -- Selecting and Developing the Leadership Team -- Speaking to Employees -- Speed of Integration -- Chapter Six: Putting Companies Together: The Transition Structure -- Transition Management Activities -- Transition Structures -- Enhancing the Effectiveness of Transition Teams -- Looking Outside the Box -- Transition Planning and Implementation.. - Chapter Seven: Managing People Through the Transition -- Combination Stress Versus Commitment -- Managing Front-End Fears-The Four I's -- A Comprehensive Communication Campaign -- Managing Emotions as Companies Combine -- Dealing with Staffing and Redundancies -- Putting HR Together -- Chapter Eight: Easing the Clash of Cultures -- Culture in Combinations -- Managing Culture Change in a Combination -- Cross-National Culture Clashes -- Combination Phase Action Checklist -- Part Four: The Postcombination Phase -- Chapter Nine: Building the New Organization and Culture -- Building the Postcombination Organization -- Building Cross-Functional Relations -- Culture Building -- Leverage for Culture Building -- Branding the Combination -- Chapter Ten: Joining People and Teams Together -- Postcombination Teambuilding -- Understanding Postcombination Mind-Sets -- Molding Individuals into a Team -- Developing Effective Postcombination Teams -- Transforming an Asian Leadership Team -- Chapter Eleven: Damage Control and Recovery -- Picking the "Wrong" Executive -- Stuck in Transition -- Redirecting a Combination -- Listening and Learning -- Postcombination Phase Action Checklist -- Part Five: Building M&amp -- A Competence -- Chapter Twelve: Tracking and Learning from the Combination -- Knowing What Is Going On -- How to Track a Combination's Progress and Impact -- What to Monitor and How to Do It -- Tracking a Financial Services Combination -- After-Action Review: A High-Tech Acquisition -- Tracking Customers -- Chapter Thirteen: Joining Forces - Building M&amp -- A Competency -- Levels of M&amp -- A Competency -- Building a Competence in Combination Management -- Ensuring That People Matter -- Endnotes -- Index.. - If 75 percent of all mergers fail, what makes the other 25 percent succeed? Mergers, acquisitions, and alliances are more vital today than ever before in driving business success. This indispensible guide offers proven strategies and sound solutions to the multitude of integration issues that inevitably arise, and shows how to create a combined business that meets its strategic and financial objectives, competes better, and offers personal and organizational enhancements. Dubbed "merger mavens" by Fortune magazine, the authors report lessons learned from their experience in over 100 combinations. Executives, managers, and employees alike-in all industries and sectors-will find useful examples, strategies, and tools here. Praise for Joining Forces "This book will help both M&A veterans and those new to the game. The authorsprovide great insights into the human, cultural, organizational, and strategic factors that matter in M&A success."-Richard Kovacevich, chairman and CEO emeritus, Wells Fargo & Co. "Don't commit to the merger or acquisition without them! I have personally witnessed how hard it is on everyone-employees, shareholders, communities, and especially executives-to work through an improperly managed merger. I have known Marks and Mirvis for almost twenty-five years and the only mistake our organization made was that we did not consult them soon enough. Their new book reflects unequalled experience and intellect. Don't merge, acquire, or be acquired without it!"-Michael R. Losey, CEO (emeritus), Society for Human Resources Management (SHRM) "Joining Forces is a terrific resource for managers who want to understand thehuman dynamics of mergers and acquisitions, and a must-read for those who have to lead their companies through one. It is based on the latest research and providespractical insights and advice from authors who know M&A. - inside out." -Edward E. Lawler III, Distinguished Professor of Business, Marshall School ofBusiness, University of Southern California.
Emner	Consolidation and merger of corporations -- United States. Consolidation and merger of corporations. Strategic alliances (Business) -- United States. Strategic alliances (Business).
Sjanger	Electronic books.
Dewey	658.1/62
ISBN	9780470651254
ISBN(galt)	9780470537374