Mergers and acquisitions are about rapid growth. They can also be one of the main ways of destroying shareholder value. This book challenges almost every popular assumption about how to manage mergers and acquisitions. It draws upon a wealth of theory and practice to provide the essential strategic frameworks for integrating mergers, acquisitions and other collaborative ventures at a global level. It shows that the human factor is at the centre of a successful acquisition strategy.

Autorentext

STAN LEES is an independent lecturer and consultant who has been investigating merger failure for nearly 20 years. He was co-author of the pioneering study: Acquisitions - The Human Factor in 1987. Recent research interests have extended into acquisition and joint-venture problems in CIS (former Soviet) countries and the Far East. He has held positions at leading UK management schools in the field of HR strategy and organisational change; he holds a Ph.D. from London Business School; and regularly runs executive programmes on merger integration in the UK and mainland Europe.

Zusammenfassung
Mergers and acquisitions are about growth. They can also be one of the main ways of destroying shareholder value. This book challenges almost every popular assumption about how to manage mergers and acquisitions. It draws upon a wealth of theory and practice to provide the essential strategic frameworks for integrating mergers, acquisitions and other collaborative ventures at both a national and a global level. Each chapter shows that the human factor is at the heart of a successful acquisition strategy.

Inhalt

Introduction PART A Acquisitions: The Promise and the Problem The Human Factor and Strategic Integration PART B How Unsuccessful are Acquisitions? Strategy and Acquisition Performance Twelve Ways to Destroy Value PART C The Integration Agenda Forecasting Models and Value Probing Due Diligence - or Shrewd Diligence? Essential Controls Integrating Structures PART D People and Human Resource Strategies Three Stage Commitment Building The Implementation Environment PART E The Culture Concept Mergers and the Dynamics of Culture Culture and Global Mergers Global Integration Managers Conclusion