Mitchell Lee (San Francisco, California) Marks,
ML Marks,
Philip H. (Chevy Chase, Maryland) Mirvis
Joining Forces – Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances, Revised and Updated 2e
Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances
Gebonden Engels 2010 9780470537374
Verwachte levertijd ongeveer 9 werkdagen
Samenvatting
Once business markets stabilize there will be a huge wave of mergers and acquisitions, and businesses will have to be prepared. In this book, the authors (merger and acquisitions experts) have completely revised their groundbreaking work,
Joining Forces. They provide a successful M&A framework to help organizations, managers, and employees navigate a merger or acquisition in today′s rapidly changing, global climate. This new edition covers all aspects of mergers and acquisitions, addressing the new strategic, human, organizational, and cultural challenges and showing how to develop an ongoing merger mindset.
Specificaties
ISBN13:9780470537374
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:368
Uitgever:John Wiley & Sons
Druk:0
Hoofdrubriek:Strategisch management, Algemeen management
Lezersrecensies
Wees de eerste die een lezersrecensie schrijft!
Inhoudsopgave
Preface.
<p>The Authors.</p>
<p>I Creating Value in Mergers, Acquisitions, and Alliances.</p>
<p>1 The Elusive Equation.</p>
<p>2 What Goes Wrong and How to Make It Right.</p>
<p>II The Precombination Phase.</p>
<p>3 Strategic and Operational Preparation.</p>
<p>4 Psychological Preparation.</p>
<p>Precombination Checklist.</p>
<p>III The Combination Phase.</p>
<p>5 Leading the Combination.</p>
<p>6 Putting Companies Together The Transition Structure.</p>
<p>7 Managing People through the Transition.</p>
<p>8 Easing the Clash of Cultures.</p>
<p>Combination Checklist.</p>
<p>IV The Postcombination Phase.</p>
<p>9 Building the New Organization and Culture.</p>
<p>10 Joining People and Teams Together.</p>
<p>11 Damage Control and Recovery.</p>
<p>Postcombination Checklist.</p>
<p>V Building M&A Competence.</p>
<p>12 Tracking and Learning from the Combination.</p>
<p>13 Joining Forces Building M&A Competency.</p>
<p>Endnotes.</p>
<p>Index.</p>
<p>The Authors.</p>
<p>I Creating Value in Mergers, Acquisitions, and Alliances.</p>
<p>1 The Elusive Equation.</p>
<p>2 What Goes Wrong and How to Make It Right.</p>
<p>II The Precombination Phase.</p>
<p>3 Strategic and Operational Preparation.</p>
<p>4 Psychological Preparation.</p>
<p>Precombination Checklist.</p>
<p>III The Combination Phase.</p>
<p>5 Leading the Combination.</p>
<p>6 Putting Companies Together The Transition Structure.</p>
<p>7 Managing People through the Transition.</p>
<p>8 Easing the Clash of Cultures.</p>
<p>Combination Checklist.</p>
<p>IV The Postcombination Phase.</p>
<p>9 Building the New Organization and Culture.</p>
<p>10 Joining People and Teams Together.</p>
<p>11 Damage Control and Recovery.</p>
<p>Postcombination Checklist.</p>
<p>V Building M&A Competence.</p>
<p>12 Tracking and Learning from the Combination.</p>
<p>13 Joining Forces Building M&A Competency.</p>
<p>Endnotes.</p>
<p>Index.</p>
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