Managing Organisational Change and Cultural Integration in Acquired Businesses

 

Historical data show that two-thirds or more of takeovers reduce the value of the acquiring company. This practical guidebook for corporate boards and executives and a research tool for investors will give you an insight into post-merger practicalities.

Training courses

Banking & Finance

Course Background

Value gap “reflects the common sense notion that for a merger to be successful, post-merger improvements in the combined company – synergies – must exceed the acquisition purchase premium paid by the acquirer to secure control of that target. As the poster child for what not to do, Hewlett-Packard paid stratospheric premiums for each of its three major acquisitions (3Par, Palm, and Autonomy) when Leo Apotheker was CEO.

This practical workshop aims to show you how to manage organisational change and integrate corporate cultures in acquired businesses.

This course is also available bespoke for larger groups and organizations.

Who is this course for?

Investors

M&A Directors

Bankers 


Public course dates for - Managing Organisational Change and Cultural Integration in Acquired Businesses