Post-Acquisition Integration Strategies
21-22 October 2010 London
Description
Most mergers and acquisitions which fail do it in the post-acquisitions stage. Lack of sound integration processes lead to poor consolidation, management clashes and actual depreciation of companys value.
This focused two day training looks at running successful and controlled post-acquisition integration programmes which maximise synergies and minimise risk.
Taught by internationally renowned expert in business integration the course gives the delegates sound grounding in approaches and techniques used by some of the world's best companies to deliver value from acquisitions.
Main Topics Covered During This Training
- Linking pre-deal strategy to post-deal integration
- Setting up integration objectives and planning
- Establishing and controlling the integration process
- Integration drivers - synergies
- Establishing timeline, speed, cost and control
- Integration governance and structure
- Reporting and planning
- Delivering integration across different departments and functions including: HR, IT, finance, operations, sales and marketing and supply chain
- Role of communication in the process
- Procurement, R&D, legal and HSSE
What Will You Learn By The End Of This Training
By the end of this course you will be able to:
- Realise the full value of each deal through post-acquisition integration
- Conduct focused integration and deliver strategic synergies in full
- Deliver synergies in the shortest timescale consistent with controlled integration process
- Decide the most appropriate level of integration
- Establish control over the integration process and manage risk
- Lay the foundations of the integration success through due diligence
- Make most of the crucial first 100 days
- Avoid post-integration clashes of management style and cultural differences
Who Should Attend
The course is designed for Directors and Senior Managers involved in or responsible for the integration of business acquisitions and mergers
- MDs, COOs and CIOs
- Operations Directors and Managers
- HR Directors and Managers
- Finance Directors and Financial Controllers
- Integration Directors and Team Leaders
- IT Directors and Managers
- Communication Managers
as well as Consultants, Accountants and Lawyers
Teaching Method
This is a highly practical course with many real life case studies and exercises. Tutor will be focused on teaching practical strategies that can be taken back to your business and put into immediate effect.
You will benefit from comprehensive take away course documentation.
In order to help us establish your individual and business concerns, you will be asked to fill pre-course questionnaire.
Because of the nature of the course the number of places is limited and will be filled on first come, first accepted basis. We advise to book in advance in order to avoid disappointment.
DAY 1 - LAYING THE FOUNDATIONS
M&A integration overview
- Linking pre-deal strategy to post deal integration
- Why mergers fail? Defining success
- What is integration, and its objective
- Integration strategies
- What to expect during integration?
- Transforming the business
Planning for integration
- Establishing integration priorities during due diligence
Integration checklist
- 100 Day planning and Day 1
- Planning for 'the dip' in productivity and service
- Reviewing integration readiness
- Accounting for business combinations
Establishing and controlling the integration process
- Integration drivers - synergies, how deep to cut
- Establishing momentum - speed, cost and control
- Integration governance - board supervision
- Integration standards, risk management
- Integration management - mobilization, integration management office parallel planning process
- Integration control - progress reporting, detailed plans, change control
DAY 2: THE FUNCTIONS
Finance
- Links with other parts of the integration
- We will need a formal communications plan specifically for the finance function; this will contain content, message delivery and timing. It will fit with the activity in the finance integration, but also with all other communication plans within all other workstreams. We will also need to think about the external stakeholders and provide them with financial information they need
- Finance readiness review
- Financial integration strategies
- Learning points for finance
- Outsourcing
- Financial basics
- Financial risk management
- Benchmarks and key performance indicators
- What infrastructure do we need
- Finance organisation – people
- Processes and IT
IT
- Due diligence for integration
- Assess readiness for integration
- IT strategy
- Reasons for change in IT during a merger
- Level of integration – how far to integrate
- Links with other parts of the integration
- Issues during an integration
- Do the basics
- Integrate or consolidate systems
- IT integration success
- IT integration checklist
Human Resources
- HR for the integration (outside HR)
- HR Checklist
- HR for the HR integration
Communications
- Management communications
- Communications overview
- Communications for the whole integration
- Communications perspective day one
- The integration of communications
Sales & Marketing
- Links with other parts of the integration
- Sales & marketing overview
- Branding
- Channel management
- Culture of sales & marketing
- Communication planning
- Integration of sales
- Integration of marketing
- Customer perspective day one
- Revenue generation
Supply Chain
- Level of integration – how far to integrate
- Links with other parts of the integration
- Supply chain overview
- Operating synergies
- Process review
- Management controls
- Supply chain overview
- Revenue
Head office & property
- Head office consolidation
- Deciding on the level of integration
- Property integration
Procurement, R&D, legal, HSSE
Danny Davies
After a successful corporate career during which Danny worked on many integration projects for British Oxygen, Danny joined Ernst & Young where he advised on a number of substantial integrations before leaving to found his own company DD Consulting. DD Consulting have led and advised on numerous integration projects for blue chip clients such as British Petroleum plc and EMAP Ltd.
In addition to his consulting activities Danny teaches post-acquisition integration on a number of high profile MBA and management development programmes at the worlds top business schools. He is currently writing a book on M&A Integration Success.
21-22 October 2010 London
Early Bird £1750 +VAT by 30 September 2010
After that date £1950 + 17.5% VAT
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DISCOUNTS
BIG GROUP SAVINGS!
- 2 people - 5% discount, 3 people - 10% discount. Delegates have to be from the same company and register at the same time.
- If you book for 2 courses at the same time you will receive 10% of the value of the cheaper one.
IN-HOUSE TRAINING
- If you have a team of 4 or more this course can be customised and organised in-house at your convenience. Contact one of our advisors to find out more.
Call us now on +44 (0) 207 193 5035
