Absorption

, 113–115

Acquisition

business

, 5

business case/type

, 270

calculation

, 56

goals

, 13, 33, 104–109

integration planning

, 104–109

large-scale

, 4

strategy and depth of integration

, 112

Amalgamation

, 111–117

Antitrust

, 19, 20, 67, 68, 89, 165

Assessment

realistic

, 28–31

risk

, 168, 169, 171, 286

self/third-party

, 200, 208

Asset

, 23, 73, 98, 293

Asset deal

, 73–77

Awareness

, 33, 151, 195, 199, 292

Best practice

, 293–295

Bidding

, 51, 108

Bottleneck

, 139, 151, 277

Brand

copyrights

, 177

design

, 198

image

, 284, 289

marketable

, 289

patent rights

, 55

‘smaller’ or ‘lower,’ 289

Branding

, 82, 108, 284, 288–289

Business case

document

, 121

expectations and appraisals

, 121

IT integration goals

, 270

merger and achieving

, 49

Business continuity

, 75, 91, 276–277

Business division

, 73, 92, 255, 268, 269

Business function

, 141–144, 268, 282

Business model

choosing right

, 122–125

HR

, 264

Internet-based

, 20, 276

IT-assisted

, 269

structures and processes

, 58

Business opportunities

, 51

Buyer

management capabilities

, 76

modus operandi

, 114

perspective

, 255

seller’s perspective

, 53

standards

, 143

Capability

, 5, 6, 40, 116, 220

Capacity

administrative

, 251

decision makers

, 104

organization’s

, 258

overstretching

, 29, 115

project leaders

, 40

project workflow

, 155

Capital market

, 4, 81

Change management

, 35–36, 175–186

Closing

, 7, 67–72, 89–92

Coaching

, 216

Communication

, 239–248

creating reality

, 241

Day 1

, 84–85, 93, 99

external

, 84–85

integration

, 209

interactions

, 191

internal

, 264

IT

, 268, 276

merger

, 21, 37, 240–242

strategy

, 242–248

Competitive advantage

, 6, 19, 105

Competitor

, 3, 34, 71, 91, 130

Compliance

, 103, 143, 154, 258

Conflict

ability to solve

, 42–43

rivalry

, 257

shareholders

, 104

Conflict resolution

, 39

Conglomerate merger

, 111

Consolidation

, 20–21

Consulting

external

, 6, 11, 51

internal

, 264

Controlling

, 157–163, 271

Core competencies

, 21, 54, 194

Corporate culture

, 167, 192–195

active shaping and changing

, 188

typologies

, 200–202

Cross-border transaction

, 3

Cultural change

, 14, 189, 191

Cultural differences

, 116, 187, 195, 203

Cultural due diligence (CDD)

, 189, 195, 253

Cultural identity

, 190, 202, 207, 208

Cultural integration

, 187–209

Cultural merger

, 14, 130, 177, 209

Culture

business

, 98

corporate

, 188, 189, 192–195

leadership

, 37

management

, 31

organizational

, 42, 189, 209

risk

, 166–167

shared

, 206–209

uniform

, 192

Culture typologies

, 200–202

Customer

approach

, 118

bank accounts

, 76

Day 1

, 96–99

external

, 276

mood of

, 33

satisfaction ratings and feedback

, 159

workshops

, 119

Customer relations

, 72, 276, 286, 289

Day 1

, 76, 81

checklist

, 90

customers and suppliers

, 96–99

employees and management staff

, 85–89

external communication

, 84–85

procedure

, 92–96

transaction ends and integration begins

, 83–84

Deal-making

, 13, 84

Deal team

, 62, 168, 199, 283

decision-makers

, 57

PMI team

, 63

Decision-making

, 5, 48, 57, 110

authority

, 136, 139, 140

preferences

, 268–271

principle

, 269

steering committee

, 140

Distribution model

, 288, 291–292

Double boxing

, 144

Drivers of acquisitions

, 106

Due diligence

, 33, 52, 55, 150

cultural

, 189, 253

HR

, 253

IT

, 273

Early warning

, 62, 98

Efficiency

, 28, 105, 109, 158, 279

Emergency team

, 90

Emerging countries

, 3

Emotion

, 13, 180–186

Empirical analysis

, 169, 197

Empowerment

, 182

Engagement

, 233–234

Enthusiasm

, 87, 92

Entrepreneurial

, 5, 24, 108, 119, 157

Expenditure

, 76, 150, 158, 162

External communication

, 84–85

Failure

, 5, 28–31, 180, 279

Feedback

, 41, 200, 230, 241, 294

Feedback format

, 234–237

Feedback loop

, 229–237

Fever

, 121

Financial merger

, 9

First movers

, 20

Foresight

, 11, 65, 285

Framework

, 58, 132, 159, 166, 215

Functional integration

, 12, 14, 112

Globalization

, 3, 18, 19, 105, 188

Hard facts

, 9–10, 53

Headhunter

, 34, 130

Holding

, 112–113, 169, 263

Holistic planning

, 11

Horizontal merger

, 19, 111

HR

help

, 253–261

integration process

, 252, 263–264

merging

, 261–263

policies

, 198

Iceberg Model

, 190, 191, 200

Implementation

, 8, 47–59, 108

errors

, 61

integration process

, 260

IT

, 278

leadership principles

, 209

managers

, 25, 31, 122, 231

measures

, 220, 223

risks

, 121–122

Implementation phase

, 7, 63, 93, 159

Commerzbank

, 30

‘good’ leadership

, 211

HR

, 251

Integral approach

, 10

Integration competence

, 4–6, 33–37

Integration consultants

, 11

Integration diamond

, 105

Integration dynamics

, 64, 73

Integration management

, 31, 52

Integration manager

, 10, 12, 30, 108, 121, 230

pre-merger phase

, 49–52

profile

, 39–44

Integration objective

, 136, 160

Integration phase

, 7, 8, 10, 31, 130

central tasks

, 49

duration

, 136

HR

, 253

management processes

, 57–59

merger project

, 39

project plans and models

, 230

Integration planning

, 103–125, 219, 222, 290

Integration process

, 6, 9, 14, 42, 130–132

assisting change

, 178–180

HR

, 251–265

leadership support

, 214

market perspective

, 117–119

merger

, 31, 149

shared culture

, 206–209

Integration project

, 13

business functions

, 141–144

conflicts

, 43

HR staff

, 251

IT work package

, 274–280

medium-scale

, 89

organizational projects

, 148–149

risks

, 165–171

rules and roles

, 35

training schemes

, 258

Integration readiness

, 81–99

Integration risks

assessing

, 170–171

classifying

, 169–170

formal approach

, 167–169

Integration strategy

, 12

short-term

, 117

superordinate

, 13, 103, 110

Interdependence

, 111, 112

Intranet

, 240–242

Intuition

, 36, 108

Investment

, 3, 23, 162, 274

Investor Relations

, 95

IT

applications

, 258

business management perspective

, 73

decision-making

, 268–271

functional integration strategies

, 14

human resources (See Human resources)

infrastructure and services

, 74

project approach

, 132

project controlling team

, 158

right IT system

, 191

workbench

, 6

IT integration

business continuity

, 278

contracts

, 277

Day 1

, 276–277

decision making

, 268–271

definition

, 267

stages

, 271–274

tasks on hand

, 275

technical IT migration

, 278–280

work packages

, 274–275

Jobs

cut jobs

, 94, 252

insecurity

, 259

management perspective

, 176

medium level of risk assessment

, 169

onboarding process

, 253

uncertainty

, 181

Knowledge

, 229

experience-based knowledge

, 6, 31

implicit knowledge

, 56

in-depth knowledge

, 95

methodological competence

, 40–41

public knowledge

, 67, 90

Latency

, 12, 68

Leadership development

, 14, 195, 211–217

Legal

, 10, 22, 47, 74, 254

Legislation

, 5, 17–19

Marketing

, 58, 97, 119, 281, 284

Market share

, 20, 25, 106, 111, 175

Maturity

, 8, 30, 37, 59, 215

M&A wave

, 18–20

Merger integration competence

, 33–37

Merger integration project

, 8, 30, 157

Merger integration seminar

, 187, 234

Merger story

, 21, 82, 86, 183, 216

Merger success

, 121

Meta-competence

, 34, 35

Methodology

, 5, 9, 28

Middle management

, 59, 245

Monitoring

, 13, 158, 231, 235

Motivation

, 10, 44, 72, 91, 212

Moving target

, 150

Non-disclosure agreement

, 39

Non-negotiables

, 29, 143

Onboarding

, 143, 253–254

One voice

, 92–93

Organic growth

, 3, 6, 29

Organizational integration competence

, 6

Organizational learning

, 6

Organizational projects

communication

, 244

feedback loops

, 229

integration projects

, 148–149

management culture

, 31

M&A projects

, 35

Organizational reality

, 152

Organizational structure

, 114, 197, 252, 290–291

Performance

consolidation

, 84

financial performance.

, 161

high-performance management

, 212

indicators

, 161

limitations

, 44

management

, 30

marketing skills

, 54

optimizing

, 31

staff performance

, 262

Phase model

, 48–49

Playbook

, 8, 9, 31, 153

PMI. See Project Management Institute (PMI)

Post-merger integration

, 187

Pre-merger

, 7, 36, 47, 49–52

Pricing

, 55–57

Procurement

, 281–297

Product portfolio

, 258, 276, 286, 291–292

Professionalization

, 21–22

Project control

, 161–162

Project management

, 34–35, 140, 144, 153

Project Management Institute (PMI)

, 55, 166, 169, 170, 294

Project management office

, 6, 162

Project management office (PMO)

, 143, 162

Project manager

, 40, 43, 63, 167

Project team

communication

, 242

integration projects

, 41

risk management

, 169

stress

, 150–151

Psychological contract

, 36

Purchase

agreement

, 33

definition

, 4

know-how

, 5

price

, 55, 57, 193

strategic process

, 105

‘thrust of reality,’ 33

Reorganization

, 7, 39, 256–257

Reputation

, 26, 56, 287

Resilience

, 42

Resources

demand

, 75

financial resources

, 113

in-house resources

, 50

integration

, 131

know-how

, 5

M&A process

, 136

organization

, 7

potential cost synergies

, 270

realistic assessment

, 28–31

Retention

, 259–261, 265

Retention management

, 259–261

Risk

business acquisitions

, 5, 106

culture

, 166–167

definition

, 200

entrepreneurial risk

, 111

error

, 75

failure

, 110

integration

, 165–171

M&A transactions

, 50

mergers

, 123

people risks

, 286–288

post-merger risk categories

, 170

sales integration

, 284

software

, 153

strategic sales

, 285–286

Risk assessment

, 168, 169, 171, 280, 286

Risk management

, 13, 141, 166, 168, 169

Road map

, 12, 186, 215

Sales

‘hard’ sales targets

, 10

integration

, 145

managers

, 285

measures

, 294

people risks

, 286–288

procurement

, 281–297

risks

, 284

strategic marketing tasks

, 288–290

strategic tasks

, 288

supplier’s sales staff

, 96

tasks

, 288

Seller

, 70–71, 75, 91, 255

Serial acquirer

, 143, 273

Share deal

, 73–77

Shareholder value

, 20, 24, 26

Signing

, 67–72

Skill base

, 3, 31, 222

Soft facts

, 9–10

Soft skills

, 41–42

Stakeholder

, 244–246

Standardization

, 103, 200, 270

Steering group

, 58, 138

Strategic intelligence

, 11

Strategic merger

, 8–9

Strategic option

, 3, 11, 50, 294

Strategic planning

, 11

Strategic rationale

, 106–107

Stress

, 42, 150–152

Success factor

, 11, 27, 31, 193–195

Supplier

, 96–99

Symbiosis

, 115–117

Synchronicity

, 149–150

Synergy

, 119–122

Synergy effect

, 212, 270, 271, 288

Synergy potential

, 268–271, 283–284

Takeover

, 4

company takeovers

, 17

hostile takeovers

, 159

pending takeover

, 90

strategic aspects

, 19

Target

company

, 39, 72

concept

, 62

perspective

, 39

staff

, 90

success targets

, 159–161

target-orientated transaction phase

, 50

Tax

concessions

, 19

regulations

, 62

second-wave integration

, 117

Terminology

, 7–8

Transaction

global transaction markets

, 12, 24

integration

, 52–55, 61–65

integration activities

, 10

M&A integration

, 30

merger transaction

, 49

professionalization

, 12, 21–22

Transaction frequency

, 50

Transaction manager

, 68

Transaction phase

, 52–55

Value driver

, 145–146

Vertical merger

, 111, 296

Volatile market

, 3, 159

2nd Wave integration

, 117

Work package

, 136, 144, 163, 274–275

workstream

, 108, 132, 142, 245