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.

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."

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

Over the next decade, the economies of the Middle East will continue to be characterized by rapid growth, political turmoil, and increasing competitive intensity. International investors have the choice of either ignoring the region all together and bypassing business opportunities with great potential, or to make a careful assessment of which countries to enter and how to enter them successfully. This book is the first of its kind to include the information, insights and frameworks that are required to develop entry and growth strategies for the Middle East in the new turbulent environment following the global economic crisis and the Arab Spring.The first part of the book provides an in-depth analysis of the major developments that determine the business environment of different countries in the region, including a discussion of major social and economic developments, the impact of the rise multinational companies from the Middle East, and the role played by institutions and political risk. The second part deals with each of the major decisions that a company planning to grow in the region needs to make: Which countries to enter? What is the right entry mode and ownership structure? How to choose between a Greenfield operation and an acquisition? The book concludes valuable and practical advice on the process of setting up operations in the Middle East.

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.

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.

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

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.

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.

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.

"The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal-board of directors, executives, managers, employees, and shareholders-and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to * Profile and assess corporate cultures * Identify potential or actual culture clash barriers to a merger or acquisition * Determine what to do to avoid, minimize, and resolve culture clash * Plan for efficient and effective post-merger cultural integration of the two organizations

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.

"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.

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.

This unprecedented book offers the secrets of Sheldon Manheim's success in, and insight into, the art of buying and selling a business. He explains why all businesses must develop an Exit Strategy at inception and revise it regularly, as dictated by its maturation and changes in the economy. With an Exit Strategy in place, business owners are ready to effectuate the techniques as outlined, allowing them to exit rapidly and profitably. Any present or potential business owner will find Exit Strategy to be an invaluable resource. It provides all the information one needs to either sell a business for the most money in the shortest period of time, or to buy the "right" business at the best price. In addition, business brokers throughout the country will benefit from Mr. Manheim's innovative approaches to Recasting, the Vertical Horizontal method of finding a buyer, and the Art of Selling a Business.

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.

"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).

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 is a reprint of a previously published work. It is an account of corporate mergers--the most important and dynamic trend when this book was written. Special emphasis is placed on intrigues, deals, and methods that precede and accompany such mergers.

Papers presented at a conference held at the Leonard N. Stern School of Business, New York University, on May 20, 1988, and sponsored by the Salomon Brothers Center for the Study of Financial Institutions. The 1989 edition of this proceedings volume was published by Dow-Jones-Irwin. Academics, legis

This book explores the world of mergers and acquisitions through the case study methodology utilized by business schools across the globe. Students and practitioners can step inside each transaction and through careful analysis, carve out the pertinent issues and draw their own conclusions as to the worthiness of the transaction. The casebook was written to stimulate class discussion, analysis, and intellectual thought and is not a critique of an effective or ineffective management situation

Faced with new levels of savage competition, tens of thousands of companies, including fierce competitors, are sharing their resources and expertise to develop new products, achieve larger scale economies, and gain access to new technology and new markets. These strategic alliances are justifiably hailed by many as the competitive weapon of the 1990s. But because they are blurring and reshaping the very structure and boundaries of corporations in unprecedented ways, the process of designing and managing these alliances confronts managers with the awesome task of inventing theory and practice on a daily basis. Up to now, they have had few places to turn for guidance.

In "Partnerships for Profit, " Jordan D. Lewis, an internationally recognized expert on strategic alliances, now provides the first full-scale analysis of this surging global phenomenon. During five years of intensive field research, including 500 interview hours with more than 100 executives from some 40 American, European, and Asian firms, Lewis has observed firsthand some of the most successful strategic alliances and alliance practitioners in the world. Drawing on the experiences of IBM, Fuji Xerox, Ford, Dow Chemical, Intel, Komatsu, Corning, Sony, Apple Computer, Ciba-Geigy, and many other companies, Lewis brilliantly describes in detail how managers at each of these pioneering firms structure and manage various kinds of alliances -- from informal cooperation, minority investments, and risk-sharing contracts to full-fledged joint ventures and strategic networks. Through actual examples, Lewis shows for the first time how alliance partners build trust, develop mutual understandings, and make joint decisions, and at the same time protect core interests and critical technology -- a major concern of direct competitors. Lewis explains how to avoid the "Trojan horse" blunder many American firms made when they gave their Asian manufacturing partners key information about tailoring their products to local preferences. Particularly important is an entire chapter devoted to working with other cultures. The employment of strategic alliances, Lewis concludes, requires nothing short of a revolution in the conduct of business. Unlike arm's length relations, in which initial commitments govern, alliances involve shared risks and ongoing mutual adjustments. Lewis shows how alliances inevitably shape the business strategy of an entire firm, since the decisions to target certain markets and commit resources involve groups of firms acting in concert. Finally, Lewis shows how the use of alliances will affect internal management policies and practices, especially methods to bring about an outward focus and overcome the "not invented here" syndrome. We have entered the age of strategic alliances.

Real-world advice for determining the most advantageous structure in a merger, acquisition, or buyout

The actual structuring of a merger or acquisition is key to the success of the entire procedure. The Art of M&A Structuring explores ways to approach a deal as an investment and satisfy the often conflicting financial and operational goals of all parties, from buyers and sellers to investors and lenders. Written in the trademark Q&A style that made The Art of M&A a landmark business bestseller, this book is filled with real-world examples and cases. Decision makers in any organization will quickly find the M&A information and insights they need, including:

• Up-to-date GAAP and tax considerations
  
• Advantages and disadvantages of spin-offs and spin-outs
  
• Special considerations for off-balance-sheet transactions