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10 October 2011

Strategy - Post Merger Integration

Research and practical experience show that it is a major success factor for any merger or acquisition, that the integration of both companies is properly planned and executed. On this site we have compiled links to papers about post merger integration. They discuss aspects like the people and cultural side of integration, integration of IT systems or potential traps and pitfalls for post merger integration.

Related Information
Knowledgebase - Strategy - M&A
Knowledgebase - Strategy  Due Diligence
Knowledgebase - Finance - Business Valuation



2nd-wave post-merger integration Cost and performance improvement opportunities are often not fully realized during initial post-merger integration efforts. Many of our clients have initiated “second-wave” efforts, 1-3 years after a merger or acquisition has closed, to unlock those additional benefits and reduce costs by up to 20 percent in the areas examined.   
Achieving Post-Merger Integration What does it take to ensure a smooth transition following a merger or an acquisition? A survey of UK insurers reveals the capabilities needed for successful integration.   
Buyer's Poker Case study on plans for the integration of the information systems from Harrah's Entertainment Inc. and Caesars Entertainment Inc. 2004  
Creating Value in Post-Acquisition Integration Processes This study focuses on post-acquisition integration decisions and on the mechanisms behind the creation of an organizational capability specialized in the management of integration processes.   
Culture in Change: A Case Study of a Merger Using Cognitive Mapping This study reports research exploring the culture of the company formed by the merger of two small training providers. 2005  
Dispositional Antecedents to Post- Acquisition Employee Commitment This study explores the influence of employee perception of acquisition success and the dispositional antecedents of positive affect and adaptive coping on employee- organization commitment during the 60-day period following a business acquisition. PhD Dissertation. 2003  
Finishing Strong: Aligning Post-Close Integration and Operations Hewing to the original intent of the pre-close integration process is management’s best chance to achieve the deal’s full, intended value.  2012  
Hard Data, Hard Truths Challenges with post merger integration are consistently high and the resultant threat to a company’s performance perhaps higher than it needs to be.  
IT - Make or Break IT plays a vital role in creating a smooth transition for merging organizations. Often, it can make or break post-merger prospects.  
Managing the Multiple Identities of the Corporation This article provides a framework intended to assist firms in understanding their corporation’s identities more clearly and managing them more effectively. In the wake of corporate acquisitions, mergers, and spin-offs, considerable senior management attention has been devoted to corporate identity and its communication to key stakeholder groups. 2002  
Merger Integration and Transition Management: A New Slant for Finance Executives he odds of success dramatically improve when management adheres to some fundamental rules for effective integration.   
Merger Integration Blueprint A month-by-month blueprint for the merger integration process.   
Post-Merger Integration Duration and Leverage Dynamics of Mergers: Theory and Evidence This paper examines the effects of the post-merger integration duration on acquiring firms’ leverage behavior before and after a merger, using a dynamic model in which full merger benefits cannot be consumed at the time of a merger, but rather after a pre-specified post-merger transition period that is associated with various integration costs. 2011  
Post-Merger-Integration: The Key to Successful M&A The success of any merger depends almost entirely on an effective integration process. Yet crafting a long-term integration plan is one of the most challenging parts of the overall M&A process. T  
The 10 steps to successful M&A integration Successful integration - the key to avoiding the risks of a merger or acquisition and to realizing its potential value - is always a challenge. And it is complicated by the simple fact that no two deals should be integrated in the same way, with the same priorities, or under exactly the same timetable. But 10 essential guidelines can make the task far more manageable and lead to the right outcome.  


Publications Literature

How to deal with the 4 types of M&A activity
By Bryan Hattingh
BRYAN HATTINGH, CEO of leadership solutions group Cycan, says there are various types of mergers and acquisitions and that companies would do well to consider the principles behind each before signing on the dotted line.

Mergers and Corporate Culture
It is widely recognized that cultural differences between the partners of a merger are one of the most common reasons for failure in mergers. The development of a new, shared culture is a critical factor for merger success. It is possible to manage this process in a structured way.
This article gives a brief introduction into the concept of corporate culture and explains, why it is so important in mergers

Vision as Key Factor in Merger Processes
The post-merger integration process is a difficult and complex task. It comes along with long lists of activities and tasks that have to be fulfilled within a short time and partly with incomplete information (e.g. formation of new teams and departments). There are many opportunities to exploit and many decisions to take. However, as long as there is no vision for the new organization that is well known to everybody, there is no use in investing too much effort in all these issues. The vision for the new organization has to come first.





The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level
Tim Galpin and Mark Herndon
This comprehensive book is unique in providing the tools to address both the human and operational sides of integration.  Augmenting their step-by-step advice with helpful templates, checklists, graphs and tools, Galpin and Herndon provide sound guidance for successfully integrating different processes, organizations, and cultures. The authors also address pre-deal do’s and don’ts, people dynamics, common mistakes, communications strategies, and specific actions you can take to create measurable positive results throughout the integration process.


Mergers & Acquisitions Integration Handbook, + Website: Helping Companies Realize The Full Value of Acquisitions (Wiley Finance)
Scott C. Whitaker
This Book is a comprehensive resource to help companies create a scalable post merger or acquisition integration process and framework that accelerates operating and business benefit goal realization.

Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
by J. Robert Carleton, Claude Lineberry
This book 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
more about this book

M&A Integration : A Framework for Executives and Managers
by David Schweiger
This hands-on, technique-filled book provides strategies, frameworks, guidelines, and real-world examples for managing a successful integration. It reviews over two decades of deals ­what worked, what didn't, and why.
more about this book

After the Merger: The Authoritative Guide for Integration Success
by Price Pritchett
This book reveals 6 red flags that signal potentially fatal emotional eruptions, 3 major reasons why managers leave, and proven strategies to take advantage of the instability created by a merger acquisition.
more about this book

Done Deal: Your Guide to Merger and Acquisition Integration
by M. Beth Page
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. This book captures the critical importance of the human dimension in M&As. 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
more about this book



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Status: 01. Juli 2015