Changing the Success Rates of Mergers and Acquisitions: MA3 = P2 + C2 (Successful M and A = Attention to People and Change)the Success Rates of Mergers and Acquisitions: MA3 2013

Topics

• It is important that the business case for the strategy to acquire be understood and clearly articulated in a way that can be defended and comprehended by all; first inside the acquiring or initiating organization and then in the acquired or merged organization. It needs to stay consistent and clearly state the business rationale and vision of success. It will serve as a "target."
• Defining the entity that the combined organizations will become, identifying the values and crafting and explaining them in a way that is meaningful to both organizations is a critical step in moving the integration forward
• Building the business integration plan around the people elements that are critical for the long term success
• The diversity that comes with the mixing of two companies is emotionally similar to a marriage and meeting the family of the new mate and becoming familiar with former traditions that are meaningful and moving to building new traditions that can meet the needs of both member companies
• Focus on the desired end result and revisiting the definition of success at milestone points throughout the integration process to insure that it remains relevant given changes in the external market place

Who should Attend

CHRO Business Leaders (VP) Risk Managers.