Details

The Merger & Acquisition Leader's Playbook

A Practical Guide to Integrating Organizations, Executing Strategy, and Driving New Growth after M&A or Private Equity Deals
1. Aufl.

von: George B. Bradt, Jeffrey P. Pritchett
35,99 €
Verlag:	Wiley
Format:	EPUB
Veröffentl.:	07.09.2022
ISBN/EAN:	9781119899860
Sprache:	englisch
Anzahl Seiten:	400

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Beschreibungen

Titelbeschreibung

Make your next merger or acquisition one for the ages Meant to create value potentially fueled by synergies, the reality is that most mergers and acquisitions fail. It’s estimated that 83% of mergers and acquisitions do not hit their desired results. The Merger & Acquisition Leader’s Playbook tells you why most mergers fail. More importantly, it tells you how to make your next one a sweeping success. In the book, a team of private equity experts deliver a masterful walkthrough of how to integrate organizations by driving commercial success, instead of focusing purely on cutting costs. Readers will find: <ul> <li>Concrete strategies for increasing the odds of success and reducing the risk of failure – of a new merger or acquisition</li> <li>A comprehensive, easily deployed and implemented plan to realize synergies</li> <li>Proven tools, techniques, and tricks of the trade to help leaders stay on top of their latest merger and keep everything on track</li></ul>A must-read resource for business leaders considering a fresh merger or acquisition, The Merger & Acquisition Leader's Playbook: A Practical Guide to Integrating Organizations, Executing Strategy, and Driving New Growth after M&A or Private Equity Deals will also earn a place in the libraries of investors, agents, corporate service providers, and consultants trying to get two or more businesses to pull in the same direction.

Inhaltsverzeichnis

Acknowledgments ix Executive Summary xi Part I The Strategic Playbook 1 Chapter 1 The Investment Case: The Heart of the Merger and Acquisition Leader’s Playbook 3 Tool 1.1 Investment Case 18 Chapter 2 Focus:It Drives Everything Else 19 Chapter 3 Plans: Strategy Precedes Execution 29 Tool 3.1 Situation Analysis Checklist 38 Tool 3.2 SWOT 40 Tool 3.3 Business Planning 41 Chapter 4 Innovation: A Fundamental Strategic Choice 43 Tool 4.1 BRAVE Innovation 74 Part II The Commercial Playbook 75 Chapter 5 Organic Revenue Growth: So Valuable 77 Chapter 6 Customers: From Which All New Value Flows 83 Chapter 7 Marketing and Sales: Which Every Organization Must Do 87 Tool 7.1 Purchase and Sales Funnel Management 88 Tool 7.2 Marketing Planning 90 Tool 7.3 Creative Brief 95 Tool 7.4 Strategic Selling 99 Part III The Operational Playbook 103 Chapter 8 Cost Optimization: To Free Up Resources to Fuel Commercial Growth 105 Chapter 9 Operational Excellence: Supply Chain, Distribution, Continual Improvement 111 Tool 9.1 Team Charter 122 Tool 9.2 Milestone Management 123 Chapter 10 Technology: Because All Companies Are Technology Companies Today 125 Part IV The Financial Playbook 129 The Financial Playbook 129 Chapter 11 The Deal and Due Diligence: Iteratively 131 Tool 11.1 Culture 153 Tool 11.2 Negotiating 155 Tool 11.3 Due Diligence Checklist 157 Chapter 12 Financing the Deal: The Different Options 165 Chapter 13 Further M&A: Enabling Commercial and Operational Success 171 Part V The Governance Playbook 173 Chapter 14 Regulatory: And the License to Play 175 Chapter 15 Financial Governance: Always Necessary 179 Chapter 16 The Board: And Its Multiple Roles 185 Part VI The Organizational Playbook 195 Chapter 17 Culture: The Underlying Root Cause of Nearly Every Merger’s Success or Failure 197 Chapter 18 Incentives: Show Me How They’re Paid and I’ll Tell You What They Do 223 Chapter 19 Leadership: Starting with the Core Leadership Team 227 Tool 19.1 Team and People Assessment 243 Chapter 20 People: Acquire, Develop, Encourage, Plan, Transition 245 Tool 20.1 Future Organizational Capability Planning 264 Tool 20.2 Talent Management 265 Tool 20.3 Recruiting Brief 267 Chapter 21 Politics: What Current and New Leaders Need to Know Organizationally and Personally 269 Part VII The Change Management Playbook 279 Chapter 22 Integration Leadership: Start Here 281 Chapter 23 Change Management: Leading Through the Point of Inflection 291 Tool 23.1 Alignment Workshop 303 Chapter 24 Communication: Everything Communicates 305 Tool 24.1 Communication and Presentation Planning 320 Chapter 25 Announcement Cascade: Emotional, Direct, Indirect 321 Tool 25.1 Announcement Cascade 328 Tool 25.2 Press Interviews 329 Chapter 26 Adjustments: Because You’ll Need Them 331 Tool 26.1 Management Cadence 349 Part VIII Prototypical Order 351 Chapter 27 Prototypical Order 353 About the Authors 361 Guest Contributors 365 Bibliography 367 Index 369

Autorenportrait

GEORGE B. BRADT is Chair of PrimeGenesis, helping lead the revolution in how people start new jobs. Prior to founding PrimeGenesis, George served in sales, marketing, and general management roles around the world at companies including Procter & Gamble, Coca-Cola and J.D. Power and Associates as chief executive of its Power Information Network spin-off. JEFFREY P. PRITCHETT is Senior Managing Director and a Senior Operating Executive for Cerberus. He is a seasoned chief executive with extensive experience driving strategic initiatives and improving companies’ overall commercial, financial and operating performance. He has worked in leadership, officer, director and advisory roles for Fortune 500 companies and middle market businesses in both public and private settings.

Back cover copy

Praise for The Merger & Acquisition Leader’s Playbook “The Merger & Acquisition Leader’s Playbook helps leaders understand the different components of successfully leading a merger or acquisition. With this playbook, and the application of intellectual honesty and rigor to the most important critical priorities, M&A leaders will increase their rate of success.” —Ram Charan, Adviser and Consultant; Author of 33 books, Four Bestsellers “What worked yesterday won’t work tomorrow. The Merger & Acquisition Leader’s Playbook helps leaders go beyond generalities to understanding the different, discrete levers of success in a merger or acquisition so they can focus their efforts granularly on the things that will best drive value creation in the future.” —Richard Wallman, Former CFO, Allied Signal and Honeywell; Public and Private Equity Board Member “Bradt and Pritchett do a nice job of laying out the seven playbooks required for a successful M&A journey: 1) Strategic, 2) Commercial, 3) Operational, 4) Financial, 5) Governance, 6) Organizational or Talent, and 7) Change Management.” —Anish Batlaw, Managing Director, General Atlantic “The global M&A market has never been this hot. But making the deal is only the beginning. Boards, executives, and investors need to pay attention to the critical success factors that make a deal a screaming success or an abject failure. Bradt and Pritchett provide a playbook full of practical advice on how to win AFTER the deal is signed.” —Carlyn R. Taylor, Global Co-Leader of Corporate Finance & Restructuring, FTI Consulting “Pritchett and Bradt’s insights stem from hard-earned experience from dozens of acquisitions, integrations, and leadership transitions over several decades. Whether you’re operating in a private equity or corporate environment, sharpening your approach on due diligence, valuation or integration, The Merger & Acquisition Leader’s Playbook helps you avoid common landmines and accelerate results against the promise of the acquisition.” —John Lawler, CEO, PrimeGenesis