After The Merger

After the merger... after the deal is struck... after the lawyers & investment bankers have gone, the real work of putting two companies together begins. This book provides insights on how executives & managers can address the vital human resource issues that arise from a merger. This provocative book is essential for any manager executive who has to make a merger work.

“The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary,” say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal—board of directors, executives, managers, employees, and shareholders—and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to Profile and assess corporate cultures Identify potential or actual culture clash barriers to a merger or acquisition Determine what to do to avoid, minimize, and resolve culture clash Plan for efficient and effective post-merger cultural integration of the two organizations

"After the Merger" offers a powerful blueprint on how to integrate merged companies, reflecting the hard lessons learned by top managers during the past decade. It introduces a detailed blueprint for long-term growth and a highly disciplined strategy of value-adding that can go into effect on day one after a merger.

Are you a CEO, company president, or front-line financial manager recently involved in a merger or acquisition? After the Merger, long hailed as the indispensable reference source for anyone entering the M&A marketplace, is your bible for keeping costly post-merger surprises to a minimum. This classic text, first published in the heady days of 1985 and now revised to reflect new realities in today's rapidly-changing business world, is packed with fascinating case histories and examples involving TWA, Wells Fargo, and others. After the Merger shows you how to roll up your sleeves and combine two separate, highly distinct companies into one solid organization. Look here for details on ways to defuse the cultural time bombs that threaten to destroy international mergers; the 6 errors that managers make again and again, and how you can avoid them; best practices for handling the 4 major categories of merger, everything from "rescue" to "raid"; and time-saving checklists for executives on both sides of the acquisition. Whether you are in the middle of a merger or acquisition or just considering the possibility — no matter what your side — you need the completely updated and revised After the Merger to guarantee long-lasting, post-merger success.

This book pools the current know-how, and closes important knowledge gaps, to offer hands-on advice and practical answers to the many 'how to' questions relating to merger implementation. It provides a crucially important understanding of how to assess the chances of realising synergy potential and evaluate integration risks.

Identifies the costs of mishandled mergers, tells how to avoid the most common management errors, and explains how to overcome resistance to change

A comprehensive analysis of merger outcomes based on all empirical studies, with an assessment of the effectiveness of antitrust policy toward mergers. In recent decades, antitrust investigations and cases targeting mergers—including those involving Google, Ticketmaster, and much of the domestic airline industry—have reshaped industries and changed business practices profoundly. And yet there has been a relative dearth of detailed evaluations of the effects of mergers and the effectiveness of merger policy. In this book, John Kwoka, a noted authority on industrial organization, examines all reliable empirical studies of the effect of specific mergers and develops entirely new information about the policies and remedies of antitrust agencies regarding these mergers. Combined with data on outcomes, this policy information enables analysis of, and creates new insights into, mergers, merger policies, and the effectiveness of remedies in preventing anticompetitive outcomes. After an overview of mergers, merger policy, and a common approach to merger analysis, Kwoka offers a detailed analysis of the studied mergers, relevant policies, and chosen remedies. Kwoka finds, first and foremost, that most of the studied mergers resulted in competitive harm, usually in the form of higher product prices but also with respect to various non-price outcomes. Other important findings include the fact that joint ventures and code sharing arrangements do not result in such harm and that policies intended to remedy mergers—especially conduct remedies—are not generally effective in restraining price increases. The book's uniquely comprehensive analysis advances our understanding of merger decisions and policies, suggests policy improvements for competition agencies and remedies, and points the way to future research.

The legal, financial, and business primer to the M&A process Mergers and Acquisitions offers accessible step-by-step guidance through the M&A process to provide the legal and financial background required to navigate these deals successfully. From the initial engagement letter to the final acquisition agreement, this book delves into the mechanics of the process from beginning to end, favoring practical advice and actionable steps over theoretical concepts. Coverage includes deal structure, corporate structuring considerations, tax issues, public companies, leveraged buyouts, troubled businesses and more, with a uniquely solution-oriented approach to the M&A process. This updated second edition features new discussion on cross-border transactions and "pseudo" M&A deals, and the companion websites provides checklists and sample forms to facilitate organization and follow-through. Mergers and acquisitions are complex, and problems can present themselves at each stage of the process; even if the deal doesn't fall through, you may still come out with less than you bargained for. This book is a multi-disciplinary primer for anyone navigating an M&A, providing the legal, financial, and business advice that helps you swing the deal your way. Understand the legal mechanics of an M&A deal Navigate the process with step-by-step guidance Compare M&A structures, and the rationale behind each Solve common issues and avoid transactional missteps Do you know what action to take when you receive an engagement letter, confidentiality agreement, or letter of intent? Do you know when to get the banker involved, and how? Simply assuming the everything will work out well guarantees that it will—for the other side. Don't leave your M&A to chance; get the information and tools you need to get it done right. Mergers and Acquisitions guides you through the process step-by-step with expert insight and real-world advice.

A Practical Guide in Five Steps Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment. But everyone hates them. No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way. Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small. It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.

Thousands of Protestant churches are perplexed by plateaued or declining attendance, while other congregations nearby thrive. Is there a way for them to combine forces, drawing on both their strengths, in ways that also increase their missional impact? Church merger consultant Jim Tomberlin, with co-writer Warren Bird, makes the case that mergers today work best not with two struggling churches but with a vital, momentum-filled lead church partnering with a joining church. In this new book, they provide a complete, practical, hands-on guide for church leaders of both struggling and vibrant churches so that they can understand the issues, develop strategies, and execute a variety of forms of merger for church expansion and renewal to reinvigorate declining churches and give them a "second life."