| Description |
1 online resource (215 pages) |
| Contents |
Cover; Endorsements Page; Half Title; Title Page; Copyright Page; Table of Contents; Acknowledgments; Introduction; Part I: High Stakes; Chapter 1: The High-Stakes World of M Why Do a Deal?; Five Essential Traits of a Successful Deal; Deal Progression; Vision; Financial Synergy; Operations; Talent; Culture; The Insidious Nature of Fear; Conclusion; Note; Chapter 2: High Stakes: High Risk, Low Visibility; Betting on Value; Are You in Jeopardy?; What People Think of You Matters; No One Likes Shaky Ground; Gambling with Loyalty; Conclusion; Note; Chapter 3: Think of All We've Been Through |
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Where We Have BeenWhere Are We Going?; How Will We Know When We Get There?; What Good Will It Do?; Tough Calls Start with "Why?"; Conclusion; Notes; Part II: Leadership Traps; Chapter 4: Necessary Uncertainty: Overconfidence, Rationalization, and Bias; You Can't Shine a Light in Every Dark Corner; Overconfidence; Rationalization; Bias; Spreadsheets Don't Make You Smart; Conclusion; Notes; Chapter 5: Talent Is Not Your Greatest Asset; Take the Risk Out of People Decisions; E5 Star Performer Model; Ethics: Doing Well by Doing Right; Expertise: The Raw Data of Talent |
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Excellence: Consistency of PerformanceEnterprise: Setting the Bar; Experience: The Yesterdays That Define the Tomorrows; Leading through Ambiguity; Whom Do You Want to Leave?; Why You Need Gyroscopes; Conclusion; Notes; Chapter 6: Critical M & A Decisions; What It Takes to Decide; If I Only Had a Heart; Courage Is Not Recklessness; The Rewards of Heavy Mettle; Deals Create Decision-Making Traps; Groupthink Trap; Complexity Trap; Status Quo Trap; Anchoring Trap; Sunk-Cost Trap; Inference and Judgment Trap; Conclusion; Notes; Part III: Correlations, Cause, and Culture |
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Chapter 7: Sailing in Uncharted WatersRough-Water Rafting; Implement or Drown; The Messiness of Metrics; Keep Your Customers in the Boat; Run a Triple Play™; Conclusion; Notes; Chapter 8: This Makes Cents; Formulating the Strategy for the Deal; Setting Criteria for the Deal; Identifying and Evaluating Targets; Evaluating People and Planning Succession; Integration; Conclusion; Notes; Chapter 9: Elements of Culture; Beyond the Code of Conduct; Setting the Pace; Organizational Learning; Capacity and Appetite for Change; Building New Neural Networks; Conclusion; Notes; Chapter 10: You Bought It |
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Don't Break ItIntegrating with a Merger Mindset; Set Objectives; Measure Success; Reap the Benefits; How Will You Be Better Off If You Integrate?; Integration Do's and Don'ts; Cast Your Leadership Shadow; Conclusion; Notes; Index |
| Summary |
Breaking Up Is Hard to Do offers a unique perspective for leaders-those executives whose companies, reputations, and futures will thrive or fail because of a deal or a series of deals. This book for leaders helps decision-makers deal with the powerful undercurrents and interpersonal dynamics at play in every deal, and no one is more qualified to write it than Constance Dierickx and Linda Henman. Other books on mergers, acquisitions, and divestitures overwhelmingly have one characteristic in common: they're technical. Attorneys write books about the legal and contractual aspects of deals; project management experts write from the point of view of managing tasks and schedules; and investment bankers write about valuation and negotiation. Breaking Up Is Hard to Do presents an amalgamation of what Drs. Dierickx and Henman have observed-and in many cases, helped to create-in more than 65 cumulative years of consulting with Fortune 500 companies, privately-held firms, family-owned businesses, and military organizations. Their in-the-trenches experiences spurred them to arrive at this premise: To position their organizations for more success, leaders can't shy away from the high stakes, tough decisions about their futures. This book maps the key steps in the M & A journey. It takes the reader through how to make the decision to grow acquisitively, identify roadblocks and typical wrong turns, and ultimately shows how to unlock their decision-making potential while navigating an increasingly uncertain world. Through compelling stories and surprising research findings, readers will discover that there's much more to the decision-making that drives M & A deals than they ever imagined, and they will come away with tools to help them deepen their understanding of what it takes to succeed. A fascinating read, the text weaves lessons that surface from the stories with highly pragmatic advice about suggested mindset, checklists, processes, and diagnostic tools. Readers will understand that while M & A deals aren't simple, leaders don't have to overly complicate them either. Instead, they can simplify the process if they remember hope shouldn't serve as a strategy, and they can't abdicate or delegate their leadership responsibilities. The lessons from mergers and acquisitions are critical to those considering a deal, but applied elsewhere, they have equal value, even though noticing them takes more effort. This is the essence of leadership: doing the hard work of ensuring that the gulf between strategy and tactics does not lead to either over simplification or needless complexity |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Consolidation and merger of corporations.
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Decision making.
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Leadership.
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decision making.
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Consolidation and merger of corporations
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Decision making
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Leadership
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| Form |
Electronic book
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| Author |
Henman, Linda
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| ISBN |
9781351059541 |
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1351059548 |
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9781351059534 |
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135105953X |
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9781351059527 |
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1351059521 |
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9781351059558 |
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1351059556 |
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