Browsing the archives for the value creation tag

Updates and Insights

in American Airlines, Beyond the Deal, Dow Chemical, eknow, Integration 2.0, Integration 2.0 Tools, Integrations, Mergers and Acquisitions, Microsoft, New Club of Paris, Nokia, Post Merger Integrations, Progressive Practices, US Airways, Verizon Wireless

Visit the newly updated Progressive Practices website for easy access to all blogs and practice information. Jay Chatzkel has become a full member of the New Club of Paris, Mr. Chatzkel is also moderating a panel on Using New Generation Integration Tools to Achieve Quantum Gains in Integrations November 12. Plus review of major acquisitions and their promise and potentail vulnerabilites.

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M&A Integration: The Opportunity for Quantum Leap Value Creation – Webinar Tuesday, May 21 at 1 PM ET

in Beyond the Deal, Human Capital Integration, Integration 2.0, Integration 2.0 Tools, Integrations, Mergers and Acquisitions, Post Merger Integrations, Springboards for a Quantum Leap Integration, Uncategorized

Top management, the board and stakeholders have high expectations on the overall ROI. How ready are you?. Join this Webinar panel of experienced M&A integration professionals to focus on how to better prepare for and execute the critical integration phase of he M&A lifecycle.

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Building a Three Legged Stool for Integrating the US Airways/American Airlines Combination: The Making of the World’s Largest Airline

in American Airlines, Beyond the Deal, Delta Airlines, Human Capital Integration, Integration 2.0, Mergers and Acquisitions, Northwest Airlines, Post Merger Integrations, stakeholders, United Airlines, US Airways

The $11 billion US Airways-American Airlines combination will result in the formation of the world’s largest airline and one of the three US full service carriers with transatlantic routes.

Three elements are shaping how this combination and integration will happen and how successful it will be. Each element can be seen as a critical leg supporting a successful integration stool. The first key leg is the driving personality of the US Airways CEO, Douglas Parker. The second is how well the specific challenges involved in combining these two organizations are addressed. And, the third is how the new airline takes into account the global trends that all airlines – large or small, domestic or international – have to cope with now and over the next decade.

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Clinic on Carrying Out a Transformational M&A Integration

in Integration 2.0, Integration 2.0 Tools, Integrations, Mergers and Acquisitions, Post Merger Integrations, Social Media, stakeholders, Uncategorized

You can count on the fingers of your hands the number of acquisitions that are transformational and produce extraordinary gains. INC Research’s acquisition and integration of the UK based Kendle International is one of those exceptional achievements. INC’s perspective and process are explored in the exciting and insightful webinar: How one company acquired a competitor twice its size and won big!”

The webinar became a clinic on how to frame and carry out a transformational integration. There is a lot of meat on this bone for readers to chew on for a long, long time. The session was hosted by eknow, the creator of the Integrator integration tool.

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Mr. Acquirer: Your Company Can Deliver, But Can It Discover?

in Beyond the Deal, Integration 2.0, Integrations, Mergers and Acquisitions, Post Merger Integrations, Springboards for a Quantum Leap Integration, Uncategorized

The Newsletter looks at a fascinating contrast raised by Ronald Shaich, founder and co-CEO of Panera Bread. Shaich holds that companies let their “delivery muscle” completely outweigh the “discovery muscle” that is involved in trying to innovate and find new ways of doing things. A company needs both, but the “discovery muscle” is perhaps even more of a driver for what will make the difference. Almost all acquiring companies base their integrations on a rationalistic model emphasizing efficiency, speed and minimal risk taking. A key question to ask is: whether the acquiring company is also sufficiently developing its “discovery muscle” to figure out where the world is going and whether what it is doing it will get it there?

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