并购大全：实施并购完成的过程工具 The Complete Guide to Mergers and Acquisitions: 下载 网盘 txt 地址 rtf kindle docx pdf

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.

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

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 an

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