Mergers & acquisitions
Gupta, Ram.
Mergers & acquisitions 100 days to a successful integration / [videorecording] : Mergers and acquisitions : one hundred days to a successful integration [DVD] Ram Gupta. - Mill Valley, CA : Kantola Productions, c2004. - 1 x DVD :. - Stanford executive briefings .
Running time : 50 mins.
Program HighlightsThe role of corporate culture in the success or failure of any merger.Reaching out to your constituencies: employees, customers, analysts and shareholders.The importance of the 100 days before and after a merger.
Ram Gupta explains that the 100 days preceding mergers and acquisitions present decision makers with a critical "make or break" opportunity. This is your chance to ask the hard questions, and clearly establish why you are getting into the relationship in the first place. Once the merger comes to pass, the next 100 days must be focused on execution: defining and communicating a road map for the newly formed company. This is the time to make the cold, tough call about people and about the structure of the organization. Then, as you work to meet expectations and validate the success metrics you established early on, you progress to the final phase in which you benefit from the synergies you've created, and begin to generate entirely new opportunities.
Mergers and acquisitions.
Mergers & acquisitions 100 days to a successful integration / [videorecording] : Mergers and acquisitions : one hundred days to a successful integration [DVD] Ram Gupta. - Mill Valley, CA : Kantola Productions, c2004. - 1 x DVD :. - Stanford executive briefings .
Running time : 50 mins.
Program HighlightsThe role of corporate culture in the success or failure of any merger.Reaching out to your constituencies: employees, customers, analysts and shareholders.The importance of the 100 days before and after a merger.
Ram Gupta explains that the 100 days preceding mergers and acquisitions present decision makers with a critical "make or break" opportunity. This is your chance to ask the hard questions, and clearly establish why you are getting into the relationship in the first place. Once the merger comes to pass, the next 100 days must be focused on execution: defining and communicating a road map for the newly formed company. This is the time to make the cold, tough call about people and about the structure of the organization. Then, as you work to meet expectations and validate the success metrics you established early on, you progress to the final phase in which you benefit from the synergies you've created, and begin to generate entirely new opportunities.
Mergers and acquisitions.