Merger & Acquisition Integration Excellence
Table of Contents
Executive Summary
ˇ Executive Summary
ˇ Study Context
ˇ Study Methodology
ˇ Key Project Findings
ˇ Report Structure and Organization
ˇ Next Steps
Chapter 1: Business Development
ˇ Introduction and Key Findings.
ˇ Aligning M&A Activity with Corporate Strategy.
ˇ Managing Due Diligence for Speed and Effectiveness.
ˇ Developing Leadership Support and Buy-in.
ˇ Managing Anti-trust and Legal Issues Surrounding M&A.
ˇ Measuring Business Development Success & Improvement
Chapter 2: Integration Planning
ˇ Introduction and Key Findings.
ˇ Develop an Integration Framework.
ˇ Assigning Integration Leadership.
ˇ Managing to Integration Milestones.
ˇ Defining the Role of the Integration Team
ˇ Capturing Costs and Creating Strategy
ˇ Leveraging Internal and External Expertise
Chapter 3: Culture and Personnel
ˇ Introduction and Key Findings.
ˇ Assessing Corporate Culture.
ˇ Managing Cultural Integration
ˇ Communicating Human Resources and Cultural Integration
ˇ Identifying and Retaining Key Leaders
ˇ Integrating Personnel
ˇ Developing Integrated Personnel Policies and Packages
ˇ Measuring Integration Success
Chapter 4: Sales, Marketing & Customer Service
ˇ Introduction and Key Findings.
ˇ Aligning Marketing Strategy.
ˇ Deploying a Unified, Well-Informed Sales Force
ˇ Delivering Seamless Customer Service
Chapter 5: Technology & Systems
ˇ Introduction and Key Findings
ˇ Assessing and Prioritizing for Technological Integration
ˇ Implementing Technology and Systems Integration
ˇ Managing to Retain Key Technical Personnel
Back to Main Report Page
List of Charts & Exhibits
Managing Superior Merger & Acquisition Integrations
Moving From Poor Integrations to Excellent Ones
M&A Integration Excellence System Map
Business Development
Structuring M&A Activities
Technology Roadmap
Reviewing the Strategic Fit
Strategic Criteria for M&A Deals
Evaluating Target Companies
Selecting M&A Opportunities
Identifying Performance Metrics
Achieving Leadership Buy-In
Executive Involvement
Pre-Deal Team Sizes
Integration Planning
Advanced Integrators are using Full-Time Integration Teams on Major Acquisitions
Boeing’s Integration Team Reporting Structure
Thomson’s Approach to Identifying Post-Merger Redundancies
Integration Managers
Managers and VPs Most Often Lead Integration Teams Following the Deal
Steering Committees
An Overlapping Integration Team Structure
GE’s Pathfinder Model
How Thomson Identifies and Delegates Integration Issues
Integration Team Size
Departmental Integration
Cost Reduction Goals
Culture and Personnel
Compatibility Factors
Evaluating Key Cultural Dimensions
Cultural Questionnaire
Culture Grading Scale
A Good Fit?
Combining Cultures
AstraZeneca’s Task Force Teams
Integration Facilitation
Maintaining Productivity
AstraZeneca’s Leadership Identification Process
Leader Appointments
Evaluating Leadership Candidates
Retaining Managers
Monitoring M&A’s Impact
Sales, Marketing & Customer Service
Linking Sales and Marketing Actions to Company Goals
HMR’s Product Portfolio Analysis Process
Integration Drivers
Building A Market-Focused Development Process
Translating Goals into Actions
Partner Strengths
Avoid Customer Confusion During Integration
Creating A Recipe for Integration Success
Communicating the Benefits of Integration Activities
Technology & Systems
How Intel Prioritizes Technology Integration
How GTE Assesses Which Legacy Systems Survive
Synopsys’ Telecomm Integration Steps
Maximizing Productivity
Retaining Technicians
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