By Price Pritchett
''This e-book helped us discover that the merger procedure does not must be a secret. the answer's to damage it down into plausible steps, and get going. Prichett & affiliates helped us care for fact and make feel out of complexity.'' — James A. Bixby — President, Brooktree department, Rockwell Semiconductor structures. ''Speaking from adventure, every thing this ebook says will occur. . .does take place. the lessons on easy methods to lead and deal with and occasion as emotional and destabilizing as an acquisition paintings when you use them and follow them. utilizing Pritchett's classes used to be serious to our success.'' — Fred Tomczyk — President and CEO, London existence coverage corporation. ''After the Merger presents worthy insights into crucial region of company acquisitions — what do you do with the corporate after the deal closes? Few writers or dealmakers pay adequate cognizance to this very important subject.'' — Jim Mahoney — writer, nationwide evaluate of company Acquisitions. After the Merger, with hundreds and hundreds of information and strategies from front-line M&A pros, is your map throughout the hindrances and landmines that stand within the manner while businesses are merging their operations. This vintage enterprise booklet, revised and up-to-date to mirror present day more and more high-stakes setting, makes use of recognized case histories to illustrate techniques that have ensured sucess. . .or failure. It unearths for you: 6 purple FLAGS that sign possibly deadly emotional eruptions, and the way you could maintain each participant involved in making a robust corporation; three significant the explanation why managers depart, and what you are able to do to maintain those useful contributors in your crew; confirmed ideas to use the instability created by way of a merger oracquisition.
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Additional resources for After the Merger: The Authoritative Guide for Integration Success, Revised Edition
Corporations with a record of successful innovation and entrepreneurial activity demand learning rather than allocate blame. Entrepreneurs Are Risk Managers It is quite understandable why so many organizations, in seeking to become more entrepreneurial, want their people to take greater risks. This attitude is sometimes carried to Page 9 such an extreme that the amount of risk taken is considered a badge of honor, a true indicator of an entrepreneur's character. This is an unwise and probably short-lived reaction to the risk aversion prevailing in those companies that are driven either by the need to protect existing resources or by the belief that they must avoid risk because they are in a highly regulated industry.
CBS Cable. CBS started a cultural cable TV venture in 1982. Although it was organized as a separate entity, it reported directly to the CEO, William Paley. This appeared to be a familiar product in a familiar market but was actually a closely related new-product/new-market combination. Although CBS certainly had expertise in the television business, it had no experience in the cable business. It faced two uncertainties: whether there would be sufficient acceptance of a cultural channel and whether enough advertising could be sold.
The point is, a risk-seeking and risk-taking character does not indicate entrepreneurial competence (although it may indicate a fondness for gambling). The Entrepreneurial Process Can and Must Be Managed The idea that the entrepreneurial process can and must be managed is rather fundamental. Although it is obvious that a new venture has to be managed, managing the overall entrepreneurial process is quite a different task, requiring professional managerial skills. Managing the process means creating and operating the mechanisms that cause the generation and evaluation of opportunities as well as every other step in the venturing activity.
After the Merger: The Authoritative Guide for Integration Success, Revised Edition by Price Pritchett