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2nd-wave post-merger integration |
Cost and performance improvement opportunities are often not fully
realized during initial post-merger integration efforts. Many of our
clients have initiated “second-wave” efforts, 1-3 years after a
merger or acquisition has closed, to unlock those additional
benefits and reduce costs by up to 20 percent in the areas
examined. |
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Achieving Post-Merger Integration |
What does it take to ensure a smooth transition following a merger
or an acquisition? A survey of UK insurers reveals the capabilities
needed for successful integration. |
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Boundaries of the Firm: Barriers within the company and at the
integration of mergers and acquisitions |
In this proposal a cluster of questions will be dealt with.
Specifically, we have combined the elements Boundaries and M&A
Integration, because of the fact that we have seen in many cases,
that when you are dealing with something which is as personal and as
valuable as knowledge, you have to overcome some sort of barriers. |
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Buyer's Poker |
Case study on plans for the integration of the information systems
from Harrah's Entertainment Inc. and Caesars Entertainment Inc. 2004 |
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Corporate Culture: Asset or Liability? |
One culture can evolve, two, however, will not. Merging two cultures
well is supreme challenge that needs to be actively shaped and
carefully managed. |
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Culture in Change: A Case Study of a Merger Using Cognitive Mapping |
This study reports research exploring the culture of the company
formed by the merger of two small training providers. 2005 |
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Dispositional Antecedents to Post- Acquisition Employee Commitment |
This study explores the influence of employee perception of
acquisition success and the dispositional antecedents of positive
affect and adaptive coping on employee- organization commitment
during the 60-day period following a business acquisition. PhD
Dissertation. 2003 |
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Implementing a Takeover |
Nigel Sunley was involved in a takeover of a medium sized FMGC
operation. In this practical article he shares what he learnt during
the takeover process. |
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IT
- Make or Break |
IT plays a vital role in creating a smooth transition for merging
organizations. Often, it can make or break post-merger prospects. |
new |
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Knowledge Integration after Mergers & Acquisitions |
The knowledge management literature has mentioned the potential of
acquisitions as a means of gaining access to new knowledge; and the
acquisition literature has stressed the importance of knowledge
transfer for the acquisitions to create value. But few studies have
explicitly focused on the transfer of knowledge in mergers or
acquisitions, and in particular, the factors facilitating such
transfer and tools ensuring its efficiency. 2002 |
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Managing Post-Acquisition Cultural Change: An Acquired Company's
Perspective |
Post-M&A organisational cultural change is a traumatic experience
for organisational members. It generates resistance and contributes
to M&A failure. We argue that focus on cultural differences is
important but not sufficient for a successful management strategy. |
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Managing the Multiple Identities of the Corporation |
This article provides a framework intended to assist firms in
understanding their corporation’s identities more clearly and
managing them more effectively. In the wake of corporate
acquisitions, mergers, and spin-offs, considerable senior management
attention has been devoted to corporate identity and its
communication to key stakeholder groups. 2002 |
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Merger Integration Blueprint |
A month-by-month blueprint for the merger integration process. |
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Not
So Fast |
Prevailing wisdom says speed in a merger or acquisition is essential
to success. Integrate quickly or fail. So why do only a few generate
real value? It’s time to rethink our philosophy on merger
integration. Speed, unless pursued selectively, may be less an
element of success and more a fatal flaw. 2005 |
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Powering Up for PMI: Making the Right Strategic Choices |
This paper describes the key strategic and tactical issues that need
to be considered before a PMI is executed. |
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Something To Talk About |
Lockheed Martin division bridges merger gap with formal
communications-improvement plan. |
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Thinking Laterally in PMI: Optimizing Functional Synergies |
Acquirers often squander value in mergers by treating integration of
business functions as a mechanical, cost-saving exercise –
overlooking valuable revenue synergies and value generating
activities. |
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Three Years After The Marriage |
Merger integration revisited: A decade after our first study on
merger integration, A.T. Kearney has revisited the topic and
discovered new insights into what makes for a successful merger
integration. Today’s successful integration managers use a
different, more nuanced approach. |
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Two
Merger Integration Imperatives: Urgency and Execution |
For an acquisition to succeed, a company not only needs to select
the right target, but must also have a culture in place that accepts
the acquisition as quickly as possible. A.T. Kearney study findings
indicate that a company has just two years to make the deal work.
After year two, the window of opportunity for forging merger
synergies has all but closed. |
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