Articles: Acquisition Integration
Here is a list of publications focusing on Mergers & Acquisitions by Schaffer Consulting consultants.
6 Steps to Improve your Post-Merger Integration Fitness, Suzanne Francis, SmartBlog on Finance, April 25, 2011.
Assess your M&A preparedness NOW to achieve the anticipated gains of a well-orchestrated integration effort.
Request a Copy Reaping the Rewards of Cross-Business Collaboration in Mergers and Acquisitions, Suzanne Francis and Jonathan Stearn, Ivey Business Journal, October 2011.
The success rate for mergers and acquisitions could increase considerably if managers from the two companies jointly developed a "merger intent," a picture of what the combined organization should look like one year later.
Request a Copy The Merger Dividend, Ron Ashkenas, Suzanne Francis, and Rick Heinick, Harvard Business Review, July-August 2011.
M&As present unique opportunities to develop leaders. Don't let the next deal slip through your fingers.
Request a Copy How CEOs Can Increase the Success Margin of Mergers, Rick Heinick, ChiefExecutive.net, August 23, 2010.
An in-depth look at the United-Continental merger reveals three critical areas of due diligence that, if they become a CEO decree, can increase the success margin of mergers.
Request a Copy Persuader-In-Chief: The CEO's Role in Winning Hearts and Minds to Make a Merger Successful, Rick Heinick, CEO Refresher, April 2010.
This article explores how CEOs play a critical role in making mergers and acquisitions successful. Generating everyone's enthusiasm and active support is essential for overcoming the many obstacles that work against M&A success and which derail so many mergers.
Request a Copy Overcoming Merger Risk, Rick Heinick, Bloomberg BusinessWeek, December 2, 2010.
Businesses can beat the odds and make a corporate marriage succeed by following three steps.
Request a Copy Best Foot Forward, Matthew McCreight and Ronald Ashkenas, Northeast Executive, Fall 2009.
This article is an excellent overview of our firm and how we help our clients realize their fullest potential.
Request a Copy Make Acquisitions and Mergers Succeed: Chapter 8 of Rapid Results!, by Robert H. Schaffer, Ronald N. Ashkenas, and Associates, Jossey-Bass 2005.
Few changes that managers have to carry out are as complex and challenging as mergers and acquisitions.
If the master plan is linked to and supported by many small-scale, rapid-cycle projects, the weaknesses inherent in large-scale changes can be abated. These Rapid Results projects produce rapid payback, develop implementation capacity, and provide vital experience for modifying action plans. The same approach can be applied to internal reorganizations, which are often similar to mergers or acquisitions.
Request a Copy Raising the Odds for M&A Results and Success, Suzanne Francis, CriticalEYE (Online), December 2004-February 2005.
Too few business executives, engaged in romancing the object of their acquisitive desires, are thinking about what it will take to make the combined business prosper in the years ahead. This article explains how to ensure a healthy "marriage".
Request a Copy Who Goes, Who Stays?, David A. Light, Harvard Business Review, January 2001.
The merger between two pharmaceutical companies generated headlines first -- and then
headaches. One reason: CEO Steve Lindell has two executives for every available slot. As
the stock price drops and talented people head for the exits he must quickly decide who to
keep and who to let go.
Request a Copy A ‘Merger of Equals’ and Other Big Lies, Ron Ashkenas, Leader to Leader, Number 15, Winter 2000.
A prime contributor to merger failure is the tendency of senior management to make soothing but untrue statements, instead of communicating realistically and helping stakeholders grapple with the positive and negative implications.
Request a Copy Integration Managers: Special Leaders for Special Times, Ronald N. Ashkenas and Suzanne C. Francis, Harvard Business Review, November-December 2000.
This article explores the work of the Integration Manager. It draws on the diverse experiences of five integration managers, and distills them into four strategies for driving integration success.
Request a Copy Buying Power, Jon Holten, World Food, First Quarter 2000.
Following an acquisition, does your company cough and sputter? Or do you get under the hood and build a supercharged organization?
An interview with Suzanne C. Francis, Senior Partner, Schaffer Consulting (then called RHS&A).
Request a Copy Making the Deal Real: How GE Capital Integrates Acquisitions, Ronald N. Ashkenas, Lawrence J. DeMonaco and Suzanne C. Francis, Harvard Business Review, January-February 1998.
Integrating acquisitions has traditionally been seen as a series of one-time tasks. This article argues that it should be viewed as a manageable process that can be codified and improved over time. The authors provide four critical lessons and a process framework for aiding integration efforts.
Request a Copy Merge Successfully!, Ron Ashkenas, Leadership Now Management General, December 1998.
Four rules for successful acquisitions: begin integration planning during due diligence; make integration management a full-time job; communicate "people" decisions early; start people working together quickly to solve problems and achieve business results.
Request a Copy
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