Practical M&A Execution and Integration: A Step by Step Guide To Successful Strategy, Risk and Integration Management

Few business activities can match Mergers & Acquisitions (M&A) in terms of the potential for reward and for danger. A successful merger or acquisition can allow a mid-tier company to leap into the top tier, bringing rich rewards to that company, and its employees and shareholders. The failure of a merger can, on the other hand, have a devastating impact, resulting a loss of credibility, destruction of value and in some cases bringing the parties to ruin. Depending on how you measure it, between 50% and 80% of M&A deals fail to attain their objectives, before or even after the deal is done. Practical M&A Execution and Integration is all about maximising your chances of success. Merging, de-merging, acquiring or acquired, if your organisation is involved, or likely to be involved, you will need to manage the process, and following this Handbook will give you a clear, simple framework to get the job done and help your organisation move on and attain the benefits and promise of the deal. The book covers the following core topics: Fundamentals of M&A; the reasons for M&A, types of M&A deals and the challenges  they present M&A Regulation Successful M&A, covering M&A power and providing a detailed look at the processes and people involved Delivering M&A The unique issues of Banking M&A, which differs significantly from other types of M&A deals. The final section consists of document templates and suggested tables of contents which are designed to be used alongside the advice in the book, thus making Practical M&A Execution and Integration the complete guide to constructing a successful M&A deal.

Table of Contents:
Tables and Figures xi Foreword xv Acknowledgments xvii Section A: About Mergers and Acquisitions 1 Chapter 1: Introduction 3 Fundamentals of mergers & acquisitions 5 Types of M&A deals 6 Challenges of M&A deals 11 Reasons for M&A 14 Chapter 2: Role of regulation 21 Regulatory regimes 22 UK anti-trust regime 23 European Union regulation 26 US anti-trust legislation 27 Bid process 28 Section B: Fundamentals of the Deal 31 Chapter 3: Anatomy of a deal 33 M&A Stages 33 Phase 1: Prelude (to a deal) 36 Phase 2: Deal negotiation 40 Phase 3: Pre-change of control 44 Phase 4: Change of control 50 Phase 5: Integration 50 Phase 6: Business as usual 53 Section C: Successful M&A 55 Chapter 4: M&A power 57 Clarity 57 Capacity 61 Speed 76 Chapter 5: M&A process 79 Risk management 80 Planning, management and control 106 Project lifecycle and structure 113 Issue management 133 Risk management practice 138 Reporting 149 Assumption management 152 Dependency management 154 Scope change management 157 Quality management 162 Resource management 164 Cost management 166 Communications management 170 Stakeholder management 173 Chapter 6: M&A people 175 Culture 175 Stakeholders 179 Personnel 179 Section D: Pulling It All Together: Delivering M&A 185 Chapter 7: Timing 187 Managing the integration and change of control period 187 Project organisation and control 197 Section E: Banking M&A 207 What makes banking M&A unique? 207 Planning for the post-merger period 211 Planning to get to the change of control 212 Organisational approach 225 Issue management 229 What if it all goes wrong? 235 Section F: Document Templates and Suggested Tables of Contents 239 Control documents 239 Report templates 245 Project document templates 255 Bibliography 289 About the author 291 Index 293