IT Mega Mergers - For the Pros In the mergers and acquisition environment, there are often significant productivity gains and cost reduction opportunities to be achieved with the Information Technology (IT) functions. These include: Combining the merged companies IT organizations and functions Assimilating the acquired company IT capabilities and requirements Within a large corporation, there may also be opportunities for significant productivity gains and cost reduction. These may involve: Evaluation of the in-place IT department and business functional organization IT structure, responsibilities, capabilities and strategic requirements A review of a corporation's long standing geographically dispersed and relatively autonomous IT organizations This book provides a comprehensive program management based review of the Information Technology processes within an organization. The IT Strategic Business Review creates an opportunity for an independent and critical review of the IT organization's structure, cost, staffing, best practices and alignment with the business strategy of the company. An independent critical review has frequently resulted in identification of opportunities to restructure the IT function, increase investment potential, reduce cost, leverage IT best practices and policies, improve upon information security and adjust the alignment of IT strategy with the company's strategies to optimize return on investment (ROI). Company executives will increasingly incorporate the IT organization into the company strategic business planning process, as they perceive the greater value of IT contributing to the profitability of the company. IT exists to improve competitiveness and enable the business to be successful.

Beginning in the 1990s the number and size of global mergers and acquisitions (M&A) has been increasing. The value of global M&As in 1995, was $980 billion, peaked to $4169 billion in 2007, and then dropped to $2705 billion in 2010. During the same period an increasing number of enterprises from emerging market economies have become active in cross-border merger and acquisitions. The emergence of these enterprises in the international M&A markets are motivated by a desire to achieve competitive advantage through the acquisition of natural resources, brands, technology, and knowledge . Among the most active M&A players from the emerging market countries are the Chinese, the country with which this book will be primarily, though not exclusively, concerned. This book will take the reader through all steps of a global merger or acquisition, including targeting companies, closing optimal deals, enterprise valuation and due diligence. How to optimize deal structures for the host company from the financial, accounting, and tax standpoints of the host country will be discussed along with the importance of first assessing the likelihood of securing approval from the agencies charged with determining the national security implications of the proposed deal. Finally, readers will learn how to maximize shareholder value through executing post-merger initiatives that will harmonize the structure and performance of the transformed enterprise.

An insider's glimpse into the leveraged buyout of Inchcape Middle East (IME), a transaction that paved the way for private equity to emerge as a multi-billion dollar business in the Middle East region. The detailed background on the acquisition of IME. How US$ 5 million in equity was leveraged to acquire a major portfolio valued at US$ 150 million. Leverage in the Desert is an important study how the transaction was pulled off, what role the investment bank played and how the deficit helped in the negotiating process. The deal has gone down in history as a landmark transaction and one of the biggest upsets the Middle East has ever seen. The lessons are valuable to anybody with interest in the Middle East region.

Up-to-date guidance for conducting a successful M&A for banks and financial institutions

The simmering economic climate since the financial crisis faces a front of new competition and sweeping regulatory reforms expected to drive the U.S. banking sector into consolidation in the next ten years. Capitalizing on the upcoming opportunities will take strategically focused preparation. "The Art of Bank M&A" is the unprecedented guide to mastering the merger and acquisition of a bank and any other financial institution.

M&A transactions involving financial businesses take place in a framework of regulation, which makes them greatly different from those of commercial companies. The specialized coverage in this one-of-a-kind guide gives you an insider's interpretation of the Dodd-Frank Wall Street Reform and Consumer Protection Act, along with the most popular techniques and strategies used to shed and acquire financial entities within the regulation. Straightforward explanations and instructive examples from the real world reveal: Major changes in banking law and unique considerations for bank holding companies The why and how of bank M&As, including how banks achieve growth and value How to value and validate financial businesses, including the basic steps for determining a price range to purchase a bank Trends in practices, controversy, and reporting for transborder bank M&As, including a convenient summary of inbound and outbound transaction regulations Where to find opportunity in distressed and insolvent banks

M&A is the most powerful and risky weapon in financial strategy, and like other books in The Art of M&A series, this latest title gives you everything you need to be savvy in the M&A arena. To prepare for the coming surge in bank mergers and acquisitions, turn to the unmatched, sector-specific guidance in "The Art of Bank M&A."

Whether you're a senior bank manager, a government regulator, or an individual investor, "The Art of Bank M&A" covers everything you need to know about the unique economic structures of banks and financial institutions and the federal regulations they must operate within. Sweeping changes brought on by the Dodd-Frank Act as well as the new economic environment still emerging from the 2007-2009 financial crisis makes this timely guide a must-read for everyone involved in banking and M&A. From valuing a business entity to post-merger integration, this conveniently organized guide walks you through every important step of a bank M&A, including: The regulatory framework of bank mergers, and the strategies and standards driving the transaction The reasons behind banks combining their resources, processes, and responsibilities through mergers How to put a price on the value one financial entity brings to another How banks create value through synergy 250 critical questions on the minds of today's forward-thinking professionals

Even if you're not directly involved in M&A transactions, this book provides both institutional and individual investors with useful information on the latest investment vehicles and strategies for making money on bank stocks.

Before opportunity washes away, learn "The Art of Bank M&A."

Thinking about selling your business? This 146 page comprehensive workbook helps you understand the many complexities and decisions to ultimately sell your business. Written by a professional business broker with many years of real world business experience, this guide shows you how to sell your business in the shortest possible time for the best possible price. It includes reasons why you need to plan ahead for taxes, how to avoid potential legal, accounting, and other roadblocks, how to value your business and other assets, the different types of professionals available and how to research and properly prepare for selling. Also includes how to search for and qualify potential buyers, address finance concerns, protect you and your business with confidentiality agreements, prepare an executive summary, confidential business review and conduct effective negotiations. Also includes dozens of worksheets, checklists, and charts for you to track during the steps of selling.

The PMO Playbook: Effective Product Life Cycle Management is a unique "self paced" guide for executives and program management professionals. It has valuable information that contributes to improving definition and execution of the portfolio roadmap. The first Part of the book, "Portfolio Execution," guides executives to a better understanding of the key role they play in defining the product portfolio and how to most effectively lead their Program Management Office. For PMO professionals it provides insight to the process that drives all of their efforts. The second Part of the book, "Effective Product Life Cycle Process," provides an overarching framework for effective Phase Exits, product launches and program team management accompanied by the detailed "how to" that enables program managers to bring products to market consistently. It is designed to be "read with a pen," inviting participation with an abundance of exercises, activities, assessments, cases and checklists. It also combines information for program managers, functional managers, executives and customers into a single package they can apply directly. This book should be used with The PMO Practice Templates, The PMO Practice Handbook and the PMO Journal for the full complement of tools. The author tackles the challenge of teaching the PLC framework so those involved in bringing new products to market, such as PMO executives and program management professionals, can plan and execute effectively. It is a baseline to manage the following challenges: Portfolio Strategy: Provides insight into the strategic balancing and synchronization required to manage the portfolio of programs at all life cycle stages. PLC Strategy: Provides the vision, objectives and context between the PLC framework and roles and responsibilities for Phase Exits and product launches. Roles and Responsibilities: Provides guidance for program management and program teams on working collaboratively to deliver throughout the PLC and key roles of executive approval teams like the Product Approval Committee. Phase Exit Reviews: Provides guidelines and "how to's" on delivery, preparation and reporting, including recommended content for each Phase Exit Review. Phase Exit Approval: Provides guidance for simplification of Phase Exit review and approval process. Common language: Provides definitions of terms and processes used across organizations involved in product delivery in context and a glossary for easy reference. Whether you are currently a PMO professional, establishing and/or directing a PMO organization or are thinking about a career in program management, this book has the practical framework you need for new product introduction through obsolescence. It explains what is required for each phase of the process, how responsibilities are distributed and shared, how and how often the PMO organization should check in with the executives.

The Little Known Strategies Utilized by Private Equity Groups That Maximize The Value of the Businesses They Own That Private Business Owners Can Too

Doug's experience as an expert witness has given him the insight about what you want and need in a reference book. In a book brimming with information, Doug provides a clear, concise explanation of appraisal theory and methodology without the "filler." Every detail of this book was planned with you in mine. Even down to the detail of locating the index at the beginning will make this the most efficient reference book in your office library or your E-library. This book will be YOUR "go to" guide for business appraisals.

Today there is no doubt that radical change attempts such as mergers have permeated all sectors of society. However, the knowledge of mergers in healthcare is highly uncertain and scarce. This award-winning Ph.D. thesis explores one of the largest hospital mergers ever made: the flagship merger of two university hospitals in Stockholm, Sweden, which formed today?'s Karolinska University Hospital. The aim is to increase our understanding of the pitfalls and possibilities in change processes at large and complex organizations, especially in professionalized, public service settings.Soki Choi (Med. Dr) holds a Ph.D. from Karolinska Institutet and a Master of Science in Business and Economics from the Stockholm School of Economics, Sweden. She has also been guest researcher at Harvard University, USA. In 2011, Dr Choi was awarded the prestigious European Health Management Association Research Award: "In a fiercely contested competition for this year's award, Soki Choi's research on managing clinical integration stood out for the way in which it challenges some of the traditional wisdom on mergers in healthcare."- Professor Kieran Walshe, Chair of EHMA's Scientific Advisory Committee

If your business generates less than one million dollars in annual revenue, it is likely that you can sell your business on your own. This can save you tens of thousands of dollars in business broker commission fees. The Do-It-Yourself Business Sales Guidebook gives you the tools and the confidence to sell your business. The system is broken down into 9 easy to follow modules. These simple, bite-sized chunks take the "scary" out of selling your business. Selling your business on your own can save you thousands of dollars and be a rewarding experience. It is a relatively straightforward process to sell your small business. It will take some work, but it is definitely doable. If you follow the steps in our system, consult your attorney and accountant at the right time, and keep the right mindset, you can sell your small business without paying a big broker fee. Learn more at www.diybizsales.com

A leadership blueprint for managing cross-cultural issues in any M&A deal

In our rapidly expanding and increasingly volatile global economy, mergers and acquisitions are becoming the strategy of choice for businesses seeking to stimulate growth while managing risk. As more and more M&A deals are struck between global organizations, difficult new issues involving cultural differences have arisen.

In "The Global M&A Tango," international management experts Fons Trompenaars and Maarten Nijhoff Asser explain how to detect and manage these issues before they become major problems.

Drawing on the world-renowned Trompenaars Hampden-Turner Cross-Cultural Database and Culture Compass, the authors illustrate how widely cultures can differ and, by reconciling the dilemmas created by that difference, how they can be integrated quickly, efficiently, and effectively.

"The Global M&A Tango" helps you meet all the challenges of cross-national M&A by: Creating common mission, vision, strategy, and values Developing trust across value boundaries Enabling people with different cultural perspectives to engage in valuable discussions

Change-management programs all too often ignore the culture perspectives of the individuals and groups involved--and it's often why organizations fail to realize the benefits that prompted the integration in the first place.

With "The Global M&A Tango," you have everything you need to integrate two old entities into a powerful new organization poised for dramatic growth in the coming decades.

In the last few decades, the world witnessed the phenomenon of corporations seeking growth through mergers and acquisitions (M&As). This e-book explores the concept of mergers, the reasons behind them, the stages and processes involved in M&As. Corporate news since the 1980s suggest that at least 50% of mergers that were undertaken resulted in disappointments. Some highly publicized mergers eventually were "demerged" Despite such highly publicized failed mergers, M&As remain a common growth strategy which in turn may affect the entire economy, leading to significant changes in the structure of employment, employee earnings and investor behaviour. Given the impact of M&As, this e-book also explores factors that contribute to merger success with a special focus on the cultural aspect of the PMI process which has been cited as a major reason for M&A failures. The e-book retells the GE Capital experience in acquisitions which appears to have become a bible of sorts in creating PMI plans. It also explores the Daimler-Chrysler experiences and the evolving Lenovo strategy. It includes personal experiences of the author regarding M&As.

Mergers and acquisitions can be tumultuous for executives. Target companies can expect to lose close to 40 percent of their top management team within two years after acquisition. Executives who stay often lose status and autonomy and view their company's acquisition as detrimental to themselves both personally and professionally. It is common for acquiring firms to replace target executives with their own shortly after an acquisition. The evidence, however, shows clearly that doing so leads to lower target company performance. Why, then, are acquiring firms so quick to replace target company executives after an acquisition? This book provides executives with an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, and the effects of these departures on target company performance. It then discusses when executive turnover may be desirable or undesirable and how acquiring firms can more effectively manage target company executive teams during the integration process. An understanding of these leadership issues will play an important role in determining merger success.

This study is a comprehensive analysis of America's economic engagement with India for the period 2004 to 2009. It covers India's foreign direct investments into the United States and U.S. exports to India, as well as an assessment of their impacts on the American economy. Also included in the study are the economic impacts Indian Americans are having in the United States. It presents a case for even stronger business ties between the United States and India, which will benefit the United States (and India) especially with regard to jobs, the Number One policy issue in Washington and the Number One livelihood issue on Main Street America today. From the Forewords: "While popular perception has it that the companies of India Inc. are taking jobs away from Americans and adding little value to the U.S. economy, nothing could be further from the truth. As the authors of this study demonstrate, Indian companies have been investing steadily in the U.S. for decades, and with the rise of India Inc. the magnitude and impact of such investments have increased." "This study challenges the received wisdom, the old paradigm, of international economic engagement between developed and developing nations, using the United States and India as a case in point. The study shows how major multinationals from India are now making significant acquisitions and greenfield investments, and creating jobs, in the United States. Some of the Indian companies to which work was being outsourced in the earlier era are now insourcing such jobs within the United States itself, using American workers to perform value-added work."

In the last few decades, the world witnessed the phenomenon of corporations seeking growth through mergers and acquisitions (M&As). This e-book explores the concept of mergers, the reasons behind them, the stages and processes involved in M&As. Corporate news since the 1980s suggest that at least 50% of mergers that were undertaken resulted in disappointments. Some highly publicized mergers eventually were "demerged" Despite such highly publicized failed mergers, M&As remain a common growth strategy which in turn may affect the entire economy, leading to significant changes in the structure of employment, employee earnings and investor behaviour. Given the impact of M&As, this e-book also explores factors that contribute to merger success with a special focus on the cultural aspect of the PMI process which has been cited as a major reason for M&A failures. The e-book retells the GE Capital experience in acquisitions which appears to have become a bible of sorts in creating PMI plans. It also explores the Daimler-Chrysler experiences and the evolving Lenovo strategy. It includes personal experiences of the author regarding M&As.

One of the main and most controversial issues in competition policy is that of merger control. Work by academic researchers and practitioners during the last decades has resulted in laying a theoretical foundation for merger control and some practical applications for it have been developed, but many questions surrounding the concept remain to be answered. For example, what kinds of mergers are so harmful that they need to be prohibited by the state? Ulrich Kirschner starts with a brief overview of the different effects a merger can have and then continues with a detailed exploration of practical assessment approaches. The work focuses on applied empirical methods, commonly used measures based on market structure, and on barriers to entry, setting out the advantages and disadvantages of each type of approach used for merger assessment. The concluding chapter deals with the specifics, and possible consequences, of the current European Competition Policy. The book, which is designed for the academic researcher and interested students, is a welcome contribution to the lively and important debate surrounding the vital topic of merger control in this age of globalization.

This highly readable book from Lou Richard, a 50 year veteran of International Corporate buisness and founder of Newport Capital, provides a practical explanation of key technical and tactical aspects of mergers and acquisitions, and also provides insightful real-life descriptions - "digressions" - of transactions as they happened, proving that truth is indeed stranger than fiction.

As industries worldwide move toward consolidation, niche companies need to take advantage of strategies that are forward-thinking and anticipate new trends. "Beating the Global Consolidation Endgame" identifies nine key strategies that niche companies must master in order to outperform their markets and gain the largest benefits from consolidation. It draws from a landmark study conducted by global management consulting firm A.T. Kearney of more than 600,000 small to mid-sized niche companies over a 15-year period.

A.T. Kearney thought leaders Dr. Fritz Kroeger, Dr. Andrej Vizjak, and Michael Moriarty reveal nine successful Endgame niche strategies while explaining how these strategies are most viable at certain points during consolidation. In order to time the strategies accurately, all decision makers must know what stage of industry consolidation they're in, along with the implications of each stage. This ensures a company's survival and success against global consolidators.

Taking you through the Merger Endgame Theory lifecycle, the authors show you how to develop stable niche strategies by: Determining your industry's Endgame position and expected evolution of consolidation in coming years Identifying industry sectors with comparable models to illuminate strategic success factors for your sector Knowing the strengths and weaknesses of Endgame consolidation winners and losers Spotting potential market splits and new configurations for the value-creation chain Determining the best niche options and the best sequence for executing them

These action steps are supported by case studies of leading companies around the world, including BMW, NetJets, Swatch, Ducati, and KPMG--which show how these niche fighters developed competitive advantage, survived market collapses, and delivered superior customer service while increasing their market share.

Sooner or later, every business owner will need to transfer ownership of their business. Selling the business is the final chapter of the owner's role in building it. For most business owners, this is an emotional and sometimes overwhelming event. Many business owners have built a company or owned it for years, even decades. They are at it night and day, 24/7 - thinking about the business, cultivating customer relationships, and solving problems. They eat it, drink it and sleep it. It is no surprise, then, that selling the business is an emotional process. It's also a complex process. There are financials to audit, profitability to demonstrate, operations to tighten, confidentiality to maintain, titles to transfer, a price to negotiate and much more. In addition, the business must continue to operate during the process. Now in its third printing, Tom Lyon's, Exit Strategies has helped thousands of business owners wade through and understand the complexities and the emotions involved in selling a business. The principles in this book are designed to help you avoid costly mistakes and instead exist your business with less stress and more money in your pocket.

In today's business environment, market maturity and globalization have increased the level of competition, making it more difficult to capture and increase market share. This has led to the age of mergers and acquisitions (M&A), where the easiest way to grow your business and deliver shareholder value is to acquire and merge companies and their revenue streams. The net result is that most people will either have to experience and survive M&As firsthand, or at least know someone that has gone through a merger or acquisition in their professional career. Though management will paint M&As as a "win-win" for all those involved, the reality is that the only people who win are the executive management teams. The remaining employees are trapped in the middle trying to make M&As work for their own survival. "10 Truths of Mergers and Acquisitions: A Survival Guide" lays out the reality of what happens when companies are acquired or merged. Starting with The Truth of Mergers: "There are no mergers, only acquisitions," each truth is conveyed with humor and irony, backed by real-life examples, and offers guidelines for success to help you survive the situation. Dr. C. M. Cower shares his own personal M&A mistakes and lessons learned, preparing you to delicately tread through the minefield of acquisitions and mergers.

"In medieval times, stone castles dotted the countryside of Europe. They attracted itinerant merchants and craftsmen who would wander from castle to castle selling their labor, products, and services. When wars occurred between the castle rulers which resulted in one castle taking over another, it was a common practice of the time to plunder the castles treasures, take prisoners, and scatter the occupants of the enemy castle throughout the countryside. Today, corporate castles of steel and glass dot the countryside of many modern nations. Itinerant professional college students and workers wander from corporate castle to corporate castle seeking employment much as their ancestors might have done during the middle ages. When modern economic wars between castles occur and one corporate castle takes over another corporate castle, the assets of the acquired corporation are taken over and the occupants of the former corporation are either incorporated into the new corporation or laid off."
-T. H. Henning, From "Web Based Corporate Institutes"

Defense industry and commercial industry corporate executives who are searching for strategies and solutions to better manage people in multicultural corporations may find a solution in "Web Based Corporate Institutes." The case for developing a web based corporate institute as one way to resolve human resource development issues is thought provoking and insightful. The author provides highlights from his experience at International Business Machines Corporation, Loral Corporation, Lockheed Martin Corporation, Litton Industries TASC (now a division of Northrop Grumman), and Veridian (recently acquired by General Dynamics).

"When is the Deal Done?" The greatest barrier to successful integration is cultural incompatibility. Undervaluing or ignoring the human dynamics related to an M&A transaction can prompt the departure of key talent that were among the assets that made the acquisition attractive to the buyer in the first place. The importance of an organization s culture, particularly as a risk factor in M&A integration, cannot be underestimated. Harvard researchers report that firms that managed their culture realized a nearly seven-fold increase in revenue, compared with only 166% for firms that did not manage culture. You will discover how using transition teams, an integration manager, and a comprehensive employee communications strategy rank among the best practices the 5C Integration Model for strengthening your M&A Integration the 5C Self Assessment workbook for your M&A planning the importance of the human dimension to overall M&A success.