并购大全：实施并购完成的过程工具 The Complete Guide to Mergers and Acquisitions:
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作者： Timothy J. Galpin 著
出 版 社：
出版时间： 2007-1-1字数：版次： 1页数： 318印刷时间： 2007/06/01开本：印次：纸张： 胶版纸I S B N ： 9780787994600包装： 精装内容简介
Mergers and acquisitions (M&A) experts Tim Galpin and Mark Herndon present an updated and expanded guide to planning and managing the M&A process. This comprehensive book is unique in providing the tools to address both the human and operational sides of integration. Based on the authors' consulting experience with numerous Fortune 500 companies, this resource will help organizations capture deal synergies more quickly and effectively.
Augmenting their step-by-step advice with helpful templates, checklists, graphs and tools, Galpin and Herndon provide sound guidance for successfully integrating different processes, organizations, and cultures. The authors also address pre-deal do’s and don’ts, people dynamics, common mistakes, communications strategies, and specific actions you can take to create measurable positive results throughout the integration process. The revised edition not only updates case studies and presents recent integration research, but it also adds new tools.
作者简介
Timothy J. Galpin is associate professor at the University of Dallas Graduate School of Management and a senior?fellow with Katzenbach Partners, LLC.?He has over twenty years of experience as a management consultant and business manager based in Europe and North America.
目录
Foreword by Jon Katzenbach
Preface.
The Authors
ONE Integration: The Real Deal
Buyer Beware!
Why Deals Are Done
Integration: An Experience-Driven Skill Set
The Deal Flow Model
TWO Integration Begins with Due Diligence
Redefining the Process of Due Diligence
Due Diligence and Compliance with the Sarbanes-Oxley Act of 2002
Due Diligence and Strategic Integration Risk Factors
Due Diligence and Organizational Culture
Due Diligence and Human Capital
Coordinating HR into the Due-Diligence Process
THREE Welcome to the Big Leagues of Change Management
Organizational Dynamics Created by M&As
Concepts of Change Management
FOUR The Merger Integration Work-Streams Model
Overview of the Merger Integration Work-Streams Model
The Critical Role of Executive Leadership
Deploying the Model
FIVE Organizing, Involving, and Coordinating Integration Task Forces
Establishing the Integration Infrastructure
Launching the Planning Process
Managing the Integration Project
SIX Tell It Like It Is: Honest Communication
Communication Models for a Merger
Knowledge Before New Skills
SEVEN Don’t Let Them Jump Ship: Retaining and “Rerecruiting” Your Key People
Identifying Key People
Understanding What Motivates People
Developing and Executing an Action Plan
EIGHT Setting the Organization Cures Many Ills: Structure and Staffing Decisions
Common Problems
Ten Principles
Fair Processes
Staffing Process Models
NINE Keeping Track of Success: Merger Measurement Systems
Integration Measures
Operational Measures
Process and Cultural Measures
Financial Measures
TEN “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
ELEVEN Human Capital Integration and the Human Resources Function
The “Making Strategy Work”? Model
Case Studies in Human Capital-Related Integration
TWELVE Merger Repair
Symptoms
Merger Integration Results Assessment
Two Tracks of Merger Repair
THIREEN Keys to M&A Success
Does a Structured Approach to M&A Integration Work?
Recommendations for Success
Developing a Sustained M&A Capability
Avoiding “Killer” Phrases
RESOURCE A: Sample Task Force Charter
RESOURCE B: Integration Planning Template
RESOURCE C: The Current State of M&A Integration
References
Index
