After the Merger: The Authoritative Guide for Integration Success, Revised Edition

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McGraw Hill Professional, May 22, 1997 - Business & Economics - 158 pages
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Are you a CEO, company president, or front-line financial manager recently involved in a merger or acquisition? After the Merger, long hailed as the indispensable reference source for anyone entering the M&A marketplace, is your bible for keeping costly post-merger surprises to a minimum. This classic text, first published in the heady days of 1985 and now revised to reflect new realities in today's rapidly-changing business world, is packed with fascinating case histories and examples involving TWA, Wells Fargo, and others. After the Merger shows you how to roll up your sleeves and combine two separate, highly distinct companies into one solid organization. Look here for details on ways to defuse the cultural time bombs that threaten to destroy international mergers; the 6 errors that managers make again and again, and how you can avoid them; best practices for handling the 4 major categories of merger, everything from "rescue" to "raid"; and time-saving checklists for executives on both sides of the acquisition. Whether you are in the middle of a merger or acquisition or just considering the possibility — no matter what your side — you need the completely updated and revised After the Merger to guarantee long-lasting, post-merger success.
 

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Contents

IV
3
V
17
VI
37
VII
55
VIII
57
IX
69
X
91
XI
99
XII
111
XIII
113
XIV
127
XV
143
XVI
155
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Page 8 - The buyer has to be prepared to lose the top incumbents in companies that are bought. Top people are used to being bosses; they don't want to be "division managers.
Page 57 - One professor of educational administration, writing in 1931. maintained that 'the success of a corporation is dependent nine parts on management and one part on all other factors ... a maxim equally applicable to a public school system
Page 144 - ... 2. Make few promises. In addition to the admonitions offered in the preceding guideline, you should realize that promises of any type, as a general rule, will end up making life harder for you. In fact, even when you communicate something through innuendo, you can create expectations that will later prove to be a problem. Your hints will often be taken as hard data. 3. Keep your promises. When you do go on record as making a commitment, be as good as your word.
Page 153 - The Five Rules of Successful Acquisition," The Wall Street Journal (October 15, 1981), A6.

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About the author (1997)

Price Pritchett, Ph.D., is Chairman and CEO of Pritchett & Associates, Inc., a Dallas-based consulting firm. Dr. Pritchett has consulted to major corporations worldwide for over two decades, and is considered one of the foremost experts on merger integration strategy, business transformation, and culture change. He wrote the first edition of After the Merger, and has written over 20 books on individual and organizational performance. Donald Robinson, a Manager in Pritchett & Associates’ Consulting Group, has led merger integration projects in England, France, Germany, Holland, Sweden, Canada, and the United States. Robinson has published articles and been quoted in The Journal of Mergers and Acquisitions, HR Magazine, and CIO. Russell Clarkson, Consulting Principal at Pritchett & Associates, has led the implementation of clients' merger integration and project management initiatives in support of process or organizational redesign. Clarkson has taught at Renesselaer Polytechnic Institute, and served as Director to New York University's Management Decision Laboratory.

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