Blueprint of a Takeover

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.

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

Chapter 10: Relationship building

10.1 Laying the foundation for the integration process

10.2 Don t underestimate cultural differences

Chapter 11: Project plan

11.1 The post-merger-integration project

11.2 Nothing moves forward without management

11.3 Preparing a project plan

Chapter 12: Workgroups

12.1 Your project teams for the win

12.2 Create meeting routines

12.3 Confronting obstacles is normal

12.4 Making the morning rounds is a critical routine

12.5 Quick wins for a good start

12.6 Routines for efficient workgroups

Chapter 13: Team

13.1 Without the employees, nothing moves

13.2 Target agreements and deadlines

13.3 Provide communication training

13.4 Pressure changes people

13.5 The two sides of the crisis

Chapter 14: Monitoring & routines

14.1 Finally crossing things off your to-do list

14.2 Routines are paramount in turbulent times

14.3 Facts, numbers, and data

14.4 Know your deadlines

14.5 Audits as a new challenge

14.6 Inventory as a large-scale event

14.7 Fine tuning along the way

Chapter 15: Closure & new culture

15.1 Congratulations finally the calm after the storm

15.2 A new culture is established

15.3 No closure without a celebration

Chapter 16: The skeleton key

16.1 My skeleton key for everything

16.2 Asking the right questions puts you in demand

Chapter 17: Guaranteeing that your takeover fails

17.1 Learn from mistakes before they happen

17.2 Assumptions you ve (hopefully) given up

Bibliography

Index of real-world examples

Index of tips