Successful Acquisition Integration

Merger and Acquisition Implementation

Merger and acquisition implementation is an art, not a science. Each situation is unique and presents its own set of problems and potential solutions. However, managers can apply a set of proven principles to those
implementation issues.

This intensive course provides you with the best practices of merger and acquisition (M&A) integration. The goal is to equip executives with management techniques, tools, and metrics to improve merger activity performance. You will also learn how to revitalize acquisitions that are not meeting expectations.

This course focuses attention on all key stages of the M&A lifecycle including conception, planning, the first 100 days post merger/acquisition, due diligence of intellectual property (IP), and ongoing evaluation and improvement.

You will come away with clear answers to the questions of “What can I expect to happen?” and “How do I deal with my specific acquisition integration issues?”

Key questions addressed:
	How does integration planning fit into acquisition strategic planning, negotiation, and due diligence processes?
	How can executives identify critical implementation issues during the planning and negotiation stages?
	What integration tools are useful at senior organizational levels in both companies?
	What integration tools are useful for functional departments? For merged cross-functional projects? For individuals and small task groups who must work together for the first time?
	What are the roles of top and mid-level management (on both sides) during implementation?
	Who are the stakeholders in a merger/acquisition? What are their concerns and interests?
	How should management communicate with stakeholders? What are common pitfalls and how can they be avoided?
	How do I get the IP I thought I was buying?
	How do we integrate the newly acquired company’s corporate culture?

Attend this course to successfully manage those aspects of the process having the biggest impact on mergers and acquisitions.

Key Topics

This course provides participants with integration tools for use across all M&A stages from conception through on-going operation of merged organizations. Through hands-on workshops, participants get experience in the use of key tools and an understanding of how the tools can fit into their own integration environments. The instructors encourage interactive peer learning and sharing of ‘best practices’ throughout the course..

Successful Integration Planning During Initial Conception, Negotiation, and Due Diligence
	Utilizing pre-acquisition tools from the initial idea through transaction completion
	Thinking ahead: identifying the core competency needs of the post merger firm
	Assessing the core competencies of the targeted merger/acquisition candidate(s)
	Identifying core competency additions as a result of the merger/acquisition
	Using corporate strategy as an integration driver
	Determining integration questions during negotiations and due diligence
	Pre-closing and post-closing issues, and the connections with integration
	Developing an acquisition integration plan during the pre-deal processes
	Defining what must occur in the first 100 days
	Integration during the first year
	Rolling out the acquisition integration plan

Due Diligence of Intellectual Property
	Developing your due diligence plan and questionnaire
	Establishing a due diligence team
	Operating a data room
	Validation of perceived value
	Cataloging explicit knowledge
	Identifying and retaining tacit knowledge
	Developing a knowledge management plan

Workshop I: Participant teams practice developing an acquisition integration plan during the due diligence stage of an acquisition.

Developing the Acquisition Integration Framework®
	Prioritizing integration issues and ensuring buy-in by both organizations
	Integrating organizations and major projects: the Acquisition Integration Framework® and its elements, and how its use will benefit you
		Facilitating individual and small task group working relationships
		Identifying the connections between each element and acquisition strategic intent
		Achieving common focus by reaching agreement on the details of each element

Workshop II: Participant teams will use the Acquisition Integration Framework® to integrate operations of a smaller firm with a larger firm.

Dealing With ‘Below the Radar Screen’ Issues After the Acquisition Transaction is Completed
	Overcoming the problem of stakeholder buy-in
	Establishing clear lines of authority and decision making in the merged organization
	Facilitating individual and small task group working relationships in the merged organization
	Preparing for rapid responses to unanticipated situations

Building an Effective Communication Program: Getting the Right Messages to the Right People
	Handling the fundamental questions asked by stakeholders
	Creating a communications strategy and infrastructure
	Unfolding the ‘vision’ and dealing with the dilemma of management disconnects
	Establishing the key message(s) communicated to all stakeholders
	Marketing the deal
	Motivating staff: retaining key people
	Controlling the rumor mill: how it can be done
	Stabilizing the new organization: the tools to use
	Getting buy-in from customers, suppliers, and alliance partners
	Creating two-way communication channels
	Overcoming the impact of ‘survivor’s syndrome’

Special Features

Participants receive tools for developing and enhancing cross-functional teamwork in their companies. We recommend team participation from companies, including general management, marketing, sales, and engineering.

Participants are invited to attend a dinner the first evening of the course, providing an opportunity to share information and ideas with the instructors and other participants.

Instructors: Matthew W. Sagal, PhD; Gene Slowinski, PhD; Dan G. Watson
Fee: 2008 - $2595
Credits: 1.45 Continuing Education Units (CEUs)
CPE Credit Information
Field of Study: Business Management and Organization, Management Advisory Services
Program Level: Overview.
No prerequisites or advance preparation is required.
Instructional Method: Group-Live offering
Continuing Professional Education (CPE) credits: 17
Dates: August 19-20, November 19-20, 2008
Time: 8:30am - 5:45pm 1st Day; 8:00am - 4:00pm 2nd Day
Dinner: 6:00pm 1st Day
Program Coordinator: Delores Lee, 626.395.4043

Successful Acquisition Integration - pdf brochure

The Industrial Relations Center is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN, 37219-2417. Web site: www.nasba.org.

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