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The Human and Cultural Aspects of M&A Onsite Training  

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The Human and Cultural Aspects of M&A Onsite Training seminar agenda print utility

dates/locations

For:

Senior executives, including CEOs, presidents, CFOs, COOs, HR executives, corporate development executives, planning directors and transition managers.

Cost:   

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Seminar Summary:

Ensure merger success after the deal is done! Effectively mesh people and operations—while keeping the core business running—and handle the strategic and psychological demands of making a merger work. (see full course description)

 

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Training Course Syllabus:


The Human and Cultural Aspects of M&A - Available for Onsite Training ONLY

The success of the merger after the deal is done is of utmost importance.

This seminar will help participants to mesh people and operations together while keeping the core business running. Participants will learn how to handle the strategic and psychological demands of making a merger successful. Here are the finishing-touch solutions to help ensure that your staff will play a central role in making the deal work!

Your Staff Will Discover How To:

  • Avoid common problems that lead to M&A failure
  • Overcome organizational clashes during mergers
  • Develop a management plan that factors in the culture, style and pace of the targeted company
  • Plan to capitalize on synergies
  • Spot opportunities often overlooked in a hurried integration
  • Psychologically prepare everyone for the rigors of transition

Topics Covered:

  • Identifying why 75% of mergers fail
  • Anticipating implementation obstacles
  • Managing the three phases of an M&A
  • Preparing strategically and psychologically for the deal
  • Minimizing employee stress and culture clash
  • Building the desired post combination culture

Who Should Attend

Senior executives, including CEOs, presidents, CFOs, COOs, HR and corporate development executives, planning directors and transition managers.

Seminar Summary:

Ensure merger success after the deal is done! Effectively mesh people and operations—while keeping the core business running—and handle the strategic and psychological demands of making a merger work. (see full course description)

 

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