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This book pools the current know-how, and closes important knowledge gaps, to offer hands-on advice and practical answers to the many 'how to' questions relating to merger implementation. It provides a crucially important understanding of how to assess the chances of realising synergy potential and evaluate integration risks.
This book constitutes the refereed proceedings of the 10th International Conference on Information Management, ICIM 2024, held in Cambridge, UK, during March 8-10, 2024. The 26 full papers and 12 short papers included in this book were carefully reviewed and selected from 139 submissions. They were organized in topical sections as follows: data based information systems and security management, design and development of digital information platform based on AI, knowledge based technological innovation and management, data oriented recommendation system and information management, process optimization and management in modern integrated information systems, intelligent information system and platform construction.
The growth in mergers and acquisitions (M&A) activity around the world masks a high rate of failure. M&A can provide companies with many benefits, but in the optimism and excitement of the deal many of the challenges are often overlooked. This comprehensive collection, bringing together an international team of contributors, moves beyond the theory to focus on the practical elements of mergers and acquisitions. This hands-on, step-by-step volume provides strategies, frameworks, guidelines, and ample examples for managing and optimizing M&A performance, including: ways to analyze different types of synergy; understanding and analyzing cultural difference along corporate and national cultural dimensions, using measurement tools; using negotiation, due diligence, and planning to analyze the above factors; making use of this data during negotiation, screening, planning, agreement, and when deciding on post-merger integration approaches. Students, researchers, and managers will find this text a vital resource when it comes to understanding this key facet of the international business world.
Covid-19 has brought so much uncertainty, but one certainty is that the vaccine race will generate winners and losers in the pharmaceutical and biotechnology industries. This will have a major impact on merger and acquisition activity. While the plethora of merger and acquisition deals are abundantly reported by the news media, there is a clear lack of in-depth analysis on the multiple rationales and various challenges in the life sciences industry. By offering contributions from a variety of experts in the biotechnology and pharmaceutical industries, as well as experts on mergers and acquisitions, this edited collection will draw upon the knowledge of a variety of different actors within the fields of pharma and biotech. This book offers a timely exploration of the complexities of mergers and acquisitions in the pharmaceutical and biotechnology industries while seeking to bridge the gap between theory and practice. It presents a critical analysis of the rationale for acquisitions and studies the challenges of ensuring a successful deal. In the light of the Covid-19 pandemic, it will also explore the impact this may have on the industry, which may further stimulate merger and acquisition activity. It will be of interest to researchers, academics, policymakers, and students in the fields of strategy, management, governance, and the biotechnology and pharmaceutical industries.
The aim of this strategic business consultancy project was the development of an applicable project management framework for sustainably successful M&A integration. Although M&As have been undertaken for decades throughout all industries, the reported high failure rates of M&A cases demonstrate the relevance of this topic and the need to create practical solutions. Therefore, this research aimed to answer the following central research question: How can a project management approach lead to a sustainably successful post-merger integration within an international real estate enterprise? The synthesis of findings from secondary and primary data led to the creation of an agile project management framework including the detailed elaboration of roles, routines, methods and tools. The framework Sprintegration® demonstrates the importance of holistic approaches including functional, operational and cultural integration, embedded in an agile system, which enables all involved stakeholders to consciously deal with the high complexity of M&As as the process of combining two previously separate companies and social systems.
"This book covers multiple systems and developments in design for businesses and enterprises of all sizes, highlighting the advancing technology and research in this area and proposing strategic approaches to manage risks and detect errors"--Provided by publisher.
M&A transactions are significantly more complex processes than the mere purchase and sale of goods - SMEs can quickly find themselves in unfamiliar territory - especially when it comes to multi-layered activities with players from completely different cultures, especially from China, as Germany's largest foreign trade partner. The need for knowledge in practice is correspondingly great. This edited volume therefore brings together, on a theoretical basis, the practical knowledge needed for the successful planning, implementation and integration of German-Chinese corporate takeovers in the SME sector. After a compact presentation of the economic background, cultural aspects of negotiation and regulatory framework conditions, the course of corporate transactions and their German-Chinese peculiarities are dealt with in detail. The book concludes with a guide to the core aspects of such transactions and an exemplary presentation of case studies. In generally understandable language and well illustrated, the success factors as well as possible stumbling blocks are revealed. A clearly structured and cleverly formulated handbook that every player should have at hand.
Sustainable value management reveals a new space for studying business models. The traditional approach is based on the assumption that the goal of any business is to make money. All decisions regarding supply and production should be made to maximize profit. The discrepancy in creating non-economic value is sometimes the result of separating ownership from control over an enterprise. Although shareholders are interested in maximizing profit, management that actually makes decisions can also pursue other goals. In addition to economic aspects, the management intentions of modern managers are also influenced by factors arising from the organizational culture built, co-created within the organization and sometimes with the participation of external actors such as suppliers and customers. The sources of the creation of social values will be the management intentions of top management, often initiated by the adopted values and rules on the basis of which resources are bound within the structure of the business model. The value of sustainability is based on the identification of those creative sources that relate to economic and social value. Economic value is created through social value and vice versa. This allows the complementarity of the value created to be mutually supportive. The business model that integrates both of these values should be more resistant to crises than the one that is oriented only toward producing economic value. Concurrent implementation of economic and social goals increases resilience and affects the success of modern business models. This is due to the specificity of the business ecosystem that is built as part of the business model, which, in essence, is based on the use of social factors to merge the business model into a complex ecosystem capable of producing value.
This book is an essential resource that presents a state-of-the-art theory and process of project management. Packed with essays and insights from the field's top professionals,?this authoritative guide?is the resource professionals and students rely on for its practical guidance and big picture overview of the entire field: scheduling and budgeting, engaging stakeholders, measuring performance, managing multiple projects, resolving conflicts, using agile practices, and more. Whether you need advice keeping projects on track or help preparing for certification, this new edition explains every principle, process, and development. Revised to reflect the latest changes to A Guide to the Project Management Body of Knowledge?(PMBOK®),?the fifth edition includes new information on how to: Close the strategy-implementation gap Tap the power of digital transformation Navigate M&A environments Revise your methods for nonprofit settings Keep pace with your evolving role Filled with models, case studies, and in-depth solutions, The AMA Handbook of Project Management helps you master the discipline, overcome obstacles, and fast track your projects and career.
This book addresses synergy management, which poses an important challenge for firms, advisors and practitioners involved in mergers and acquisitions (M&A). Synergy plays a key role in M&A contexts, both in the decision-making process and, subsequently, in the integration phase. However, despite the fact that synergy value is commonly regarded as one of the key success factors in M&A, research shows that firms generally fail to achieve the expected synergy. The extant literature is characterized by a lack of comprehensive models of synergy management: the assessment of synergy value remains a “black box” for scholars and practitioners alike. The authors provide a comprehensive framework for synergy management by integrating findings from prior research and various disciplines. The framework highlights the main dimensions of synergy management in mergers and acquisitions, common pitfalls, and new models and tools for avoiding them. As such, the book enriches the M&A literature, offers new insights for scholars, and provides valuable guidelines for practitioners involved in synergy management.