＂This is a very timely and useful book. The authors are
clearly speaking from experience, and they present many practical
concepts, activities, and tools. Merger managers who read this book
are likely to increase shareholder value.＂ --Henry Hutson,
corporate vice president of human resources, Global Knowledge
Network, Inc.
＂The tools that Tim Galpin and Mark Herndon describe have been
a great help to us in integrating people, processes, and cultures,
which are critical steps in deliverin
關於作者：
Timothy J. Galpin is associate professor at the University of
Dallas Graduate School of Management and a senior?fellow with
Katzenbach Partners, LLC.?He has over twenty years of experience as
a management consultant and business manager based in Europe and
North America.
Mark Herndon is president of Parkwood Advisors, LLC, a
management consultancy focused on a broad range of strategic and
business effectiveness initiatives, including MA strategy, due
diligence, and integration management.
目錄：
Foreword by Jon Katzenbach..
Preface.
The Authors.
1. Integration: The Real Deal.
Buyer Beware!.
Why Deals Are Done.
Integration: An Experience-Driven Skill Set.
The Deal Flow Model.
2. Integration Begins with Due Diligence.
Redefining the Process of Due Diligence.
Due Diligence and Compliance with the Sarbanes-Oxley Act of
2002.
Due Diligence and Strategic Integration Risk Factors.
Due Diligence and Organizational Culture.
Due Diligence and Human Capital.
Coordinating HR into the Due-Diligence Process.
3. Welcome to the Big Leagues of Change Management.
Organizational Dynamics Created by MAs.
Concepts of Change Management.
4. The Merger Integration Work-Streams Model.
Overview of the Merger Integration Work-Streams Model.
The Critical Role of Executive Leadership.
Deploying the Model.
5. Organizing, Involving, and Coordinating Integration Task
Forces.
Establishing the Integration Infrastructure.
Launching the Planning Process.
Managing the Integration Project.
6. Tell It Like It Is: Honest Communication.
Communication Models for a Merger.
Knowledge Before New Skills.
7. Don’t Let Them Jump Ship: Retaining and “Rerecruiting” Your Key
People.
Identifying Key People.
Understanding What Motivates People.
Developing and Executing an Action Plan.
8. Setting the Organization Cures Many Ills: Structure and Staffing
Decisions.
Common Problems.
Ten Principles.
Fair Processes.
Staffing Process Models.
9. Keeping Track of Success: Merger Measurement Systems.
Integration Measures.
Operational Measures.
Process and Cultural Measures.
Financial Measures.
10. “But They’re So Different”?: Cultural Integration.
Defining Organizational Culture.
Discovering, Inventing, and Delivering Cultural Integration.
Answering Key Questions.
Sticking to the Implementation Plan.
Continuous Management of Cultural Integration.
11. Human Capital Integration and the Human Resources
Function.
The “Making Strategy Work”? Model.
Case Studies in Human Capital-Related Integration.
12. Merger Repair.
Symptoms.
Merger Integration Results Assessment.
Two Tracks of Merger Repair.
13. Keys to MA Success.
Does a Structured Approach to MA Integration Work?.
Recommendations for Success.
Developing a Sustained MA Capability.
Avoiding “Killer” Phrases.
Resource A: Sample Task Force Charter.
Resource B: Integration Planning Template.
Resource C: The Current State of MA Integration.
References.
Index.
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