The Merger Mindset: How to Get It Right in the High-Stakes World of Mergers, Acquisitions, and Divestitures

The Merger Mindset: How to Get It Right in the High-Stakes World of Mergers, Acquisitions, and Divestitures

by Constance Dierickx, Linda Henman

Hardcover

$27.95

Product Details

ISBN-13: 9781138481824
Publisher: Taylor & Francis
Publication date: 11/30/2018
Pages: 214
Product dimensions: 6.00(w) x 9.00(h) x (d)

About the Author

Constance Dierickx helps organizations turn volatility into opportunity. Senior leaders hire Constance to help them grow their businesses—especially in turbulent situations that require courageous leadership. She has consulted to organizations in Europe, the Middle East, South America, Canada, Mexico, and the United States. Clients include companies from the Fortune 50 to startups in industries such as asset management, banking, entertainment, insurance, logistics, manufacturing, private equity, retail, restaurant, technology, and wholesale services.

Early in her career, while a broker at Merrill Lynch, she observed firsthand the power of emotion and perceptual distortion on major decisions. Her curiosity about the behavior of both clients and colleagues led her to study psychology and business and to earn a Ph.D. After joining a global consulting firm, she became a key resource to boards on top leader succession and organizational transitions, whether planned or imposed.

Constance has worked with companies such as AT&T, AutoTrader.com, Bank of America, Benckiser, Boys and Girls Clubs of America, Cox Enterprises, IBM, Centers for Disease Control and Prevention, Johnson Controls, Manheim, Next Gear Capital, Olive Garden, Reckitt and Colman, and Zenith Data Systems.

She is known for her sharp insights and pragmatic advice. Her point of view is sought by publications such as The Wall Street Journal, Boards and Directors, Corporate Board Member, Directorship, Fortune.com, People and Strategy, and Chief Executive. Additionally, Constance is the author of High Stakes Leadership, which Taylor and Francis publishers released in 2017.

Dr. Linda Henman, who is known as the Decision Catalyst ®, is the founder of the Henman Performance Group, a leadership consulting firm located in St. Louis, MO. Linda helps C-suite leaders make decisions that they must get right and can’t afford to get wrong. In more than 35 years, none of her hundreds of projects has failed. She has worked with more than 80 clients in 13 industries. Some of her clients include leaders in organizations like Avon, Emerson, Estee Lauder, Kraft, and Tyson.

Linda first studied decision-making while working on her PhD in 1994. She conducted long-term original research on138 American POWs (including John McCain) who had survived five or more years of brutal imprisonment. The study, under the direction of the U. S. Navy, uncovered the pivotal decisions the POWs had needed to make to stay resilient—decisions about their beliefs, identity, and life’s purpose. These research findings have guided Linda’s work with executives ever since.

Today, Linda works predominately with those in the c-suite to help them make decisions on issues like business growth, Mergers & Acquisitions, and succession planning. (In fact, Linda was one of eight succession planning experts who worked with John Tyson after his company’s acquisition of International Beef Products—one of the most successful acquisitions of the 21st Century.)

Linda has written or cowritten six books, including The Magnetic Boss, Landing in the Executive Chair, Challenge the Ordinary, and Tough Calls. She also writes regularly for CEO Magazine and Corporate Compliance Insights.

Linda is an inductee in the Million Dollar Consultants’ Hall of Fame and holds numerous professional certifications, including Director of Professionalism, a designation given by the National Association of Corporate Directors.

Table of Contents

Contents

Acknowledgments ix

Introduction xi

Part I High Stakes 1

Chapter 1 The High-Stakes World of M&A 3

Why Do a Deal? 4

Five Essential Traits of a Successful Deal 6

Deal Progression 11

Vision 14

Financial synergy 14

Operations 14

Talent 15

Culture 15

The Insidious Nature of Fear 16

Conclusion 20

Note 20

Chapter 2 High Stakes: High Risk, Low Visibility 21

Betting on Value 21

Are You in Jeopardy? 24

What People Think of You Matters 27

No One Likes Shaky Ground 29

Gambling with Loyalty 33

Conclusion 36

Note 36

Chapter 3 Think of All We’ve Been Through 37

Where We Have Been 37

Where Are We Going? 40

How Will We Know When We Get There? 42

What Good Will It Do? 46

Tough Calls Start with “Why?” 48

Conclusion 50

Notes 51

Part II Leadership Traps 53

Chapter 4 Necessary Uncertainty: Overconfidence,

Rationalization, and Bias 55

You Can’t Shine a Light in Every Dark Corner 56

Overconfidence 59

Rationalization 62

Bias 63

Spreadsheets Don’t Make You Smart 67

Conclusion 70

Notes 71

Chapter 5 Talent Is Not Your Greatest Asset 73

Take the Risk Out of People Decisions 73

E5 Star Performer Model 76

Ethics: Doing Well by Doing Right 77

Expertise: The Raw Data of Talent 78

Excellence: Consistency of Performance 78

Enterprise: Setting the Bar 79

Experience: The Yesterdays That Define the Tomorrows 79

Leading through Ambiguity 80

Whom Do You Want to Leave? 84

Why You Need Gyroscopes 86

Conclusion 90

Notes 91

Chapter 6 Critical M&A Decisions 93

What It Takes to Decide 94

If I Only Had a Heart 98

Courage Is Not Recklessness 100

The Rewards of Heavy Mettle 102

Deals Create Decision-Making Traps 104

Groupthink Trap 104

Complexity Trap 105

Status Quo Trap 106

Anchoring Trap 107

Sunk-Cost Trap 108

Inference and Judgment Trap 109

Conclusion 109

Notes 110

Part III Correlations, Cause, and Culture 111

Chapter 7 Sailing in Uncharted Waters 113

Rough-Water Rafting 114

Implement or Drown 116

The Messiness of Metrics 119

Keep Your Customers in the Boat 123

Run a Triple Play 125

Conclusion 130

Notes 130

Chapter 8 This Makes Cents 131

Formulating the Strategy for the Deal 132

Setting Criteria for the Deal 134

Identifying and Evaluating Targets 137

Evaluating People and Planning Succession 139

Integration 142

Conclusion 145

Notes 145

Chapter 9 Elements of Culture 147

Beyond the Code of Conduct 148

Setting the Pace 152

Organizational Learning 153

Capacity and Appetite for Change 157

Building New Neural Networks 160

Conclusion 162

Notes 163

Chapter 10 You Bought It; Don’t Break It 165

Integrating with a Merger Mindset 166

Set Objectives; Measure Success;

Reap the Benefits 168

How Will You Be Better Off If You Integrate? 171

Integration Do’s and Don’ts 174

Cast Your Leadership Shadow 177

Conclusion 181

Notes 181

Index 183

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