Details: rank: #561,062 price: $26.99 bound: publisher: Praeger; 1 edition (March 30, 2004) lang: English asin: isbn: 1567203167, 978-1567203165, weight: 1 pounds ( filesize:

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In..addition,..some..back-office..activities..(mainly..HR),..were..further..consolidated,..bringing..additional..cost..savings..into..the..mixThe...teams...naturally...need...to...understand...the...value...for...which...they...are...accountable,...and...should...be...challenged...to...produce...their...own...bottom-up...estimates...of...value...right...from...the...startTheir...work...can...help...get...things...up...to...speed...faster...once...the...deal...closesThe....chief....can....take....over....the....No"Synergies,"..after..all,..usually..means..reducing..payroll,..among..other..things-and..people..know..thatRELATED...INSIGHTS...Dale...Stafford:...Integrating...cultures...after...a...merger...What...to...do...with...all...that...cash?The...renaissance...in...mergers...and...acquisitions:...How...to...make...your...deals...successful...Good...Time...to...Join...the...Dots,...Cross...the...Ts...CONSULTING...SERVICE...Mergers...&...Acquisitions...Acquirers...have...well-developed...toolkits...for...managing...the...financial...and...operational...aspects...of...a...deal;...they...track...results...closely...and...they...hold...executives...accountable...for...hitting...their...targets...on...schedule

Recent....Insights....Change....Management....in....Merger....Integration....How....to....overcome....people....issues....and....culture....clashes....in....mergers....to....build....a....better....companyBain....analysis....of....more....than....24,000....transactions....between....1996....and....2006....shows....that....acquisitions....completed....during....or....just....after....the....2001-2002....recession....generated....almost....triple....the....excess....returns....of....acquisitions....made....during....the....preceding....boom....yearsYoull..make..better..decisions,..keep..your..employees..more..involved..and..engaged,..and..capture..more..value.A..common..mistake..is..to..focus..on..what..the..organization..looks..like..(its..reporting..structure,..for..instance)..and..forget..about..how..it..works..(management..and..business..processes..and..systems;..the..numbers,..capabilities,..mindsets,..and..behaviors..of..its..people)Embedded...in...this...area,...and...as...a...thread...throughout...the...board...assessment,...is...an...understanding...of...the...respective...board...cultures...(norms,...styles,...traditions,...etc.)...and...the...formation...of...a...new,...unified...board...culture...for...the...merged...organizationThe...two...companies...used...a...clean...team...to...work...through...many...critical...people...and...technology...issues...while...they...awaited...final...regulatory...approval...from...the...European...Commission

Evaluate..how..well..it..worked..and..what..you..would..do..differently..next..timeThat....set....up....a....series....of....cascading....decisions:....Within....four....weeks,....the....company....had....created....new....SKU....lists,....order....forms....and....sales....scripts,....and....had....trained....the....salesforce....so....that....they....were....able....to....sell....each....brand....when....they....hit....the....streets....representing....the....combined....companyAt...the...same...time,...this...realization...enabled...them...to...focus...on...the...the...work...of...reorganizing...head...offices...and...to...realizegrowthSo....the....timing....of....decisions....needs....to....be....closely....coordinated,....and....everyone....needs....to....understand....the....impact....their....actions....have....on....othersHowever,..it..is..important..to..emphasize..the..requirement..for..the..on-going..and..continued..involvement..of..the..C-Level..executive..role..throughout..the..integration..processOne...powerful...tool...was...InBev's..."Dream-People-Culture"...mission...statement,...which...was...tailored...to...the...US...company...and...introduced...into...the...Anheuser-Busch...lexicon...with...strong...messages...emphasizing...the...value...of...its...customers...and...products,...to...excite...the...imagination...of...the...AB...organizationConfusion....around....these....processes....and....the....allocation....of....activities....post-merger....is....a....frequent....problem

A...merger...process...for...creating...a...Shared...Vision...that...can...be...owned...at...each...level...of...the...organization...and...readily...expanded...into...an...integrated...strategyBelow..the..CEO,..at..least..90..percent..of..the..organization..should..be..focused..on..the..base..business,..and..these..people..should..have..clear..targets..and..incentives..to..keep..those..businesses..hummingCone....Health,....a....six-hospital....network....in....North....Carolina,....decided....to....replace....a....long-standing....EHR....at....Alamance....Regional....Medical....Center....with....the....network’s....EHR....within....a....year....of....acquiring....that....hospital....in....May....2013If..everybody's..trying..to..manage..both..the..ongoing..business..and..the..integration,..nobody..will..do..either..job..wellCommunication...is...open...and...transparent a322fe9657

189...records...for...Michael...Gendron.Voir..le..profil..professionnel..de..Michael..Gendron..sur..LinkedIn...Grce....LinkedIn,..le..plus..grand..rseau..professionnel..au..monde,..les..professionnels..tels..que..Michael...Michael..P..Gendron..Consultant..is..a..business..consulting..service..located..in..Rochester,..New..York...View..phone..number,..employees,..products,..revenue,..and..more.

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