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About Blueprint of a Takeover
German Mittelstand companies are coveted acquisition targets of American companies. And a sale can have serious ramifications for German companies. This book lays out a systematic approach designed to help you master, and to gain your employees support for and during, the post-merger integration process. This tried and tested approach is predicated on nine elements, ranging from the initial assessment to new routines. It addresses core issues such as accounting, SOX, and the unspoken rules of working with Americans. Numerous real-word examples and tips help readers navigate their new day-to-day reality post takeover. This book lays out ways new American parent companies can prepare their takeovers and shows how post-merger integration can succeed on both sides of the pond.
Key takeaways
- Why German companies are so attractive to American companies.
- The major fears and obstacles post acquisition.
- The blueprint of a takeover and its secret to success.
- Post-merger integration as a change process.
- What will guarantee your takeover's failure and what you should do instead.
List of contents
Foreword
Only one way to go: forward
Out of the blue: new employees from another company
Confronted with a foreign culture
Nine elements needed for any integration to succeed
Preface: A guide to finishing the takeover marathon
Chapter 1: Introduction
1.1 It can happen to anyone
1.2 Why American companies are so interested in German companies
1.3 Why burying your head in the sand doesn't help
1.4 Time, the underestimated factor
1.5 Before the fires start
1.6 Once the fires have started
1.7 Who is this book for?
1.8 The sellers' and buyers' roles
Chapter 2: Takeovers: the greatest fears
2.1 Jumping ... to conclusions
2.2 Everyone reacts in their own way: the Riemann-Thomann model
2.3 What am I supposed to tell my employees?
Chapter 3: Types of mergers and the most difficult obstacles
3.1 Prepare for change
3.2 Types of mergers
3.3 Be prepared for seven obstacles
Chapter 4: Sharing information & creating transparency
4.1 Mastering the flood of information
4.2 Disclose relevant facts
4.3 The rumor mill costs time & money
4.4 Don't be secretive & don't make things seem better than they are
Chapter 5: Introduction to the blueprint of a takeover
5.1 What is a takeover?
5.2 Takeover as change process
5.3 The three-step approach to change
5.4 Integration as deep-rooted change
5.5 The blueprint of a takeover as process roadmap
5.6 What is the secret to success behind this blueprint
Chapter 6: The blueprint of a takeover's nine components
6.1 From preparation to a new culture
6.2 Familiarizing yourself with the new situation
6.3 Planning and implementing integration as a project
6.4 On the path toward a new corporate culture
Chapter 7: Preparation & assessment
7.1 Gain an overview as early as possible
7.2 SOX: Why you need it now
7.3 Do you GAAP?
7.4 A stumbling block, the shared service center
Chapter 8: Human resources
8.1 Preparing employees for change
8.2 Expert HR advice
8.3 Is a new layoff culture now on the rise?
8.4 Making time for employee talks
8.5 Responsibility for decisions must be shared
8.6 Monitor the number of employees out sick
8.7 Review employer review sites routinely
Chapter 9: Outside help & experts
9.1 Plan for help prior to the takeover
9.2 Three options to close knowledge and skills gaps
9.3 Find experts at the right time
9.4 Selection criteria for interim and project managers
9.5 English skills and intercultural competencies
9.6 Supporting the day-to-day business
About the author
Judith Geiß is an expert for companies where everything changes after an American takeover. She has been supporting managing directors and their employees in post-merger integration for more than ten years and knows their situation from her own experience and many takeover projects.
