This module covers the fundamentals of Mergers & Acquisitions:

• Deal types: What are the different types of transactions that you can use in M&A? There is a whole range of deal types and deal continuum that we look at, e.g. the full spectrum from minority stakes to full acquisitions, various ways to arrange a merger, leveraged buy outs (LBOs), initial public offerings (IPOs), divestitures, spin-offs, equity carve-outs-

• M&A Process: The program covers both perspectives from a buyer’s perspective (buy side) and from a seller’s perspective (sell-side). We explore how to seek buyers or potential targets (long list & short list) and how to run a sale in various ways (negotiations and auctions).

• Strategies for M&A: We dive into the strategies for Megers & Acquisitions. How can you create competitive advantage through M&A, divestitures and equity alliance?

• M&A Negotiation: How can you prepare for the negotiation phase? What are ways to arrange a value creating deal?

• Introduction to Due Diligence: How do you prepare for and execute a smart Due Diligence to assure value creation? What are the different areas that can be covered in the Due Diligence process?

• Success Factors in Transactions: We explore the success factors and key challenges and mistakes to avoid. Which M&A tactics work in which industries?

• Takeover Strategies and Defence Tactics: How can you prepare your company against a hostile takeover attempt and reduce potential threats? Which are the defence mechanisms that you can put into place and how affective are they? Which ways exist to acquire a business successfully in a hostile way?

In this module, you will learn how to set up and execute the integration and look at the following issues:

• M&A deal types, implications for integration and key success factors: value maximization in M&A; acquisition climate and target resistance; directions of M&A integration; dependencies between the acquisition strategy and degree of integration; key success factors in M&A dynamics

• Integration Governance: Governance structure including Steering Committees, Integration Management Office (IMO), work-streams (functional and others), roles & responsibilities; integration design & implementation on day 1 execution; mobilizing the IMO; integrations as professional project management; handover from transaction team to integration team

• Integration Planning: Integration principles and planning directions; business goals and integration activities; integration playbooks

• Integration Process Models: Compact model; sub-project model; process model; hybrid model; development and tracking

• Balancing Integration activities and day-to-day business: business as usual challenges in integration; how to keep the focus on day-to-day business; clarification on key customer journeys; the role and benefits of quick wins

In this module, you will explore the drivers, challenges and key activities for the integration with respect to the different business functions, such as

• Marketing & Sales
• Finance
• Human Resources
• Information Technology

The module on Change Management will specifically address these issues in the deal environment and how to bring change successfully to organizations in the post acquisition or merger phase.

• Challenges in Change Management and M&A: Why it is needed and how to overcome the merger syndrome? How to deal with individual employees and groups in their different status in the integration journey? Factors needed for successful change. The general syndromes of resistance to change and how to overcome them.

• Day 1 and Change Management: The psychological shift in the M&A process from pre-deal to Day 1. The different dimensions and transition. Important work-stream considerations for Day 1.

• Cultural Assessment and Integration: Dimensions and categories of cultural assessment. Types of cultural integration. How to integrate the different business functions, e.g. Sales & Marketing, Finance, HR, etc.

• Communication: Pre-closing and post-closing communication. Internal and external communication in integration. Stakeholder expectations and management.

• Understand the different methods companies can acquire or merge another firm
• Distinguish between Management Buy Outs and Management Buy Ins
• Differentiate between spin-off, split-off & carve-outs
• Classify horizontal & vertical mergers
• Identify different strategies companies use to exit investments
• Classify types of tender offers and what constitutes them
• Analyze and compare different ownership shapes & structures
• Identify growth factors in M&A transactions
• Structure & manage M&A portfolios
• Identify value adding factors in M&A
• Identify value destroying factors
• Analyze various success measurement test & methods
• Classify drivers of profitability in M&A
• Analyze historical M&A waves and their driving factors
• Identify factors in Cross Border M&A activity
• European, Emerging markets, based on regions
• Evaluate historically largest deals
• Define characteristics of M&A waves
• Understand the buy and sell side process, covering both the traditional and holistic view
• Distinguish between the role of advisors and working with them in an M&A setting
• Establish framework for potential target buyer and seller searches
• Identifying relevant industries, companies, locations, financial advisors
• Preparing long and short lists
• How do M&A deals originate and the deal flow
• Discuss necessary agreements and documents in M&A deals
• Construct due diligence plans and activities
• Conducting and updating findings over the transaction lifecycle
• Organizing due diligence teams and data room management
• Identify various areas that require due diligence runs
• Conduct due diligence in a cross-border setting
• Create a minimalistic due diligence
• Identify warning signs in due diligence results
• Judge past and present takeovers battles
• Analyze takeover attacks and strategies for defense

• Understanding various merger types and appropriate integration methods
• Outlining success factors
• Identifying quick wins and synergies
• Developing governance structure
• Identifying project and function leads
• Building Project Management office and steering committee
• Defining governance roles for PMO, Steering Committee
  • Define reporting standards
  • Developing communication roll out plan and implementation
• Planning and executing Day 1 plans
  • Outlining pressing strategic needs
• Initiating communication plan for Day 1
• Mobilizing PMOs, ensure functional representation
• Workstream consolidation and horizontal functions
• Developing and implementing weekly process
• Develop and implement process for aligning companies
  • Understand key alignment factors
  • Familiarize with tools for implementation
• Align integration plans with business strategy
  • Create alignment procedures
  • Identify workstreams and implement
• Develop and align integration phases
• Initialize plan for identifying and implementing synergies
• Identify driver for M&A and cement targets
• Lay out typical areas for potential synergies
• Align synergies with post close operating model
• Identify various planning and implementation risks
• Align due diligence findings with synergies
• Modelling synergies
• Identifying key performance factors
• Identifying target and screening processes
• Planning Initial due diligence phase identifying key information requirements
• Developing and implementing transition phase model
• Developing phase model for Day 1/ First 100 Days
• Understand project management principles and implementation in integration management
• Align integration plans with project management principles
• Define responsibilities for organizational change projects
• Identify key factors for quick wins
• Execution for realizing quick wins

• Identify various Dimensions of change management
• Familiarizing and using appropriate change management tools
• Derive methods of data collection and metric development
• Identify the driver and inhibitors of change
• Familiarizing with tools for managing change Identify challenges and ambiguities
• Plan for managing for potential conflicts
• Develop blueprint for day 1 communication
• Identify cultural differences within merging firms
• Develop plan for running cultural due diligence and assessment
• Identify best possible structure based on assessment finding
• Develop roadmap for cultural integration or assimilation
• Developing a communication plan
• Identify key stakeholders for communication loop
• Assess potential channels for communication
• Understand communication phases and implementation plans
• Identify risks and opportunities when assessing culture
• Identify key aspects for managing new culture
• Develop roadmap for integrating culture

• Align functions with acquisition rational
• Prioritize integration decisions based on blueprint
• Identify and manage stakeholders based on necessity
• Developing plan for key individuals for retention and core management
• Identifying possible sales synergies
• Develop plan implement key growth methods
• Identify quick commercial wins
• Define possible challenges arising
• Develop customer-centric plan for communication and realizing synergies
• Align with cultural assessment
• Understand the different phases and analytical blueprint
• Learn and apply data analysis methods
• Understand methods for qualitative assessment
• Understand the building blocks for customer centric selling
• Identify financial function integration areas
• Isolate key finance integration consideration
• Identify reporting pressures
• Develop plan for continuity and dependencies
• Develop plan for aligning and consolidating financial books
• Identify and implement business controls
• Understand financing risk profile
• Understand integration tracking tools and implementation