After the Merger

Seven Rules for Successful Post-Merger Integration

Fritz Kröger, Max M. Habeck, Michael R. Träm

Publisher: Prentice Hall, 2000, 146 pages

ISBN: 0-273-64354-1

Keywords: Mergers and Acquisitions

Last modified: Sept. 15, 2019, 6:53 p.m.

The likelihood that employees will experience at least one merger during their working life has reached an all-time high globally and show no sign of relenting. The probability that this will affect members of top management is growing at even faster pace.

After the Merger offers a powerful blueprint on how to effect post merger integration and reflects many of the merger lessons learned by the authors over the years. Companies with mergers in mind — no matter what their size — would do well to consider these principles before signing on the dotted line.

  • Part 1 Merger Addiction
    • The Rush to Create Shareholder Value
      • Managing the Changes Mergers Bring
      • Growth — Thinking Big and Small at the Same Time
      • What Can Go Wrong Will Go Wrong
      • Setting the Stage for Post-Merger Integration Before the Deal Closes
      • What Successful Post-Merger Integration Boils Down To
  • Part 2 The Seven Rules of Merger Success
    • Rule 1 * Vision
      • Vision Lets You Withstand Change and Capitalize On It
      • Vision Means Balancing Dreams and Reality
      • The "Fit" Fetish Needs to Be Debunked
      • What Does My Merger Partner Bring to the Table?
    • Rule 2 * Leadership
      • Charisma and Decisiveness Help Prevent a Vacuum from Emerging
      • A Favorable Start Is No Reason for Complacency
      • Sometimes Soneone Needs to Take a Back Seat
      • No Matter Whom You Choose, Move Quickly
    • Rule 3 * Growth
      • Synergy Suicide: Cost Reduction Is Not a Driving Force
      • Growth Must Take Center Stage in the Merger
      • Growth Can Be Achieved Even in Mature Industries
    • Rule 4 * Early Wins
      • Fight Back With Deeds, Not Just With Words
      • Levers Can Be Found Internally and Externally
      • Look for Early Wins in Assets, Customers, and Knowledge
      • Look for Substantial, Sustainable, and Tangible Results
      • Gather Information by Asking and Listening
      • Get the Word Out, But Don't Exaggerate
    • Rule 5 * Cultural Differences
      • So, What Is Culture Anyway?
      • Getting It Wrong Can Destroy the Value of a Merger
      • Getting the Approach Right: Three Basic Options
      • Making a Cultural Assessment
    • Rule 6 * Communication
      • Understand the Needs of Your Target Audience
      • You Have to Know Your Own Communications Goal
      • Develop a Plan Comprising Targets, Goals, Content, and Media
      • Monitor the Outcome of Your Communication and Act Accordingly
      • You Must Also Honestly Assess Yourself as a Communicator
    • Rule 7 * Risk Management
      • Don't Avoid Risk, Embrace It
      • Prioritizing Your Projects Is the First Step
      • Identify Issues, Make Assumptions, and Identify Risks
      • Categorize Your Risks by Urgency
      • Embrace Your Risks and then Reprioritize
      • This Is Not Just Theory: It's Been Done
  • Part 3 The Future
    • Merger Outlook
      • Will We Have Only Three Players per Industry Worldwide?
      • When Will We See the First Truly Global Mega-Merger?
      • To What Degree Will Mature Industries be Reshaped? And What Is the Future of "New" Industries?
      • Will the Value of the Brand as a Point for Customer Recognition Increase Tremendously?
      • What Does All This Means for Post-Merger Integration?

Reviews

After the Merger

Reviewed by Roland Buresund

Decent ****** (6 out of 10)

Last modified: May 21, 2007, 2:54 a.m.

An advertising book from AT Kearney.

Take it for what it is.

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