{"product_id":"the-merger-mindset-9781138481824","title":"The Merger Mindset","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cem\u003eThe Merger Mindset\u003c\/em\u003e offers a unique perspective for leadersthose 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.\u003c\/p\u003e\u003cp\u003eOther 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. \u003cem\u003eThe Merger Mindset\u003c\/em\u003e presents an amalgamation of what Drs. Dierickx and Henman have observedand in many cases, helped to createin more than 65 cumulative years of consulting with Fortune 500 companies, privately-held firms, family-o\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\u003cem\u003eSince taking the helm at Belden in 2005, I have overseen 15 major acquisitions. Through trial and error, I learned the lessons Drs. Henman and Dierickx have taught in this book. Senior leaders who don't have more than a decade to learn these lessons should read and heed the advice from these two psychologists.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eJohn Stroup, Belden Chairman and CEO\u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003e\u003cem\u003eToo few people understand the psychology behind buying and selling companies, but Drs. Henman and Dierickx, do. They don't explain the technicalities of deal. Instead, they concentrate on what must happen in the minds of decision-makers to ensure success for all concerned.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eKevin Short, Chief Executive Officer, Clayton Capital Partners; Author, \u003ci\u003eSell Your Business for an Outrageous Price: An Insider's Guide to Getting More Than You Ever Thought Possible\u003c\/i\u003e \u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003e\u003cem\u003eStudy after study puts strategic risk above all other enterprise risks combined, and M\u0026amp;A transactions are a key component of strategic risk. From cognitive biases to culture and talent, The Merger Mindset shows the reader how to avoid common pitfalls and focus on key success drivers. In a masterful way, Dierickx and Henman share their words of wisdom with practical case studies, interesting anecdotes, and amusing quotes.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eJames Lam, Author, \u003ci\u003eImplementing Enterprise Risk Management; \u003c\/i\u003eChairman, Risk Oversight Committee, E*TRADE Financial; Independent Director, RiskLens, Inc.\u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003e\u003cem\u003eWe talk about \"the art of the deal\" as though it's a Faustian bargain, a Mephistophelian dance with the devil. And small wonder—most deals fail to meet expectations, and many fail, period. Chrysler and Mercedes once \"merged\" though Mercedes actually swallowed Chrysler, and everyone lost money. We need to study the art and science of the deal, and Dr. Henman and Dr. Dierickx are the experts in that realm. Don't read about how deals are made. Read herein when and why they're successful. The devil is actually in the details.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAlan Weiss, PhD, author, \u003ci\u003eMillion Dollar Consulting\u003c\/i\u003e and over 60 other works in 15 languages\u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003e\u003cem\u003eMergers and acquisitions are some of the most high-stakes events in a leader's career. To see around corners and avoid hidden pitfalls, you want experts on your side - and you can't do better than Drs. Constance Dierickx and Linda Henman. Their deep expertise will dramatically increase your chances of success.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eDorie Clark, adjunct professor at Duke University's Fuqua School of Business; Author, \u003ci\u003eEntrepreneurial You \u003c\/i\u003eand \u003ci\u003eStand Out\u003c\/i\u003e \u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003e\u003cem\u003eMergers and acquisitions are major events in the life of an organization. I have come to appreciate that while the technical aspects, such as valuation and contracting are vital, they are insufficient. In The Merger Mindset, Dr. Dierickx and Dr. Henman articulate what it takes to make deals work-a holistic view and tolerance for ambiguity. Too often leaders look for a blueprint when what they need is the right mindset.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSteve McElhiney, Chief Executive Officer, EWI Re, Inc. \u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003e\u003cem\u003eMergers and acquisitions are often viewed through the lens of valuation and terms of the deal. Yet, whether a deal succeeds has as much to do with what is unknown and as what is disclosed or revealed in the process. Uncovering the organizational dynamics, leadership habits and unconscious assumptions of even the best-intended people requires more than a plan. The Merger Mindset describes these dynamics and what to do to reduce the risks inherent in deals.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\u003cli\u003ePatrick Brennan, Senior Vice President – Operations, Cox Automotive\u003c\/li\u003e\u003c\/ul\u003e\u003cp\u003e\u003cem\u003eConstance and Linda have done a masterful job at both, sketching a broad framework and providing indispensable detail on every crucial element required for M\u0026amp;A success. Whether you are new to the world of M\u0026amp;A or a seasoned veteran, Constance and Linda's insight will keep you out of the ditches and between the guardrails.\u003c\/em\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eGregory Kozicz Ph.D., President and CEO, Alberici Corporation\u003c\/li\u003e\n\u003c\/ul\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eContents\u003c\/p\u003e\u003cp\u003eAcknowledgments ix\u003c\/p\u003e\u003cp\u003eIntroduction xi\u003c\/p\u003e\u003cp\u003ePart I High Stakes 1\u003c\/p\u003e\u003cp\u003eChapter 1 The High-Stakes World of M\u0026amp;A 3\u003c\/p\u003e\u003cp\u003eWhy Do a Deal? 4\u003c\/p\u003e\u003cp\u003eFive Essential Traits of a Successful Deal 6\u003c\/p\u003e\u003cp\u003eDeal Progression 11\u003c\/p\u003e\u003cp\u003eVision 14\u003c\/p\u003e\u003cp\u003eFinancial synergy 14\u003c\/p\u003e\u003cp\u003eOperations 14\u003c\/p\u003e\u003cp\u003eTalent 15\u003c\/p\u003e\u003cp\u003eCulture 15\u003c\/p\u003e\u003cp\u003eThe Insidious Nature of Fear 16\u003c\/p\u003e\u003cp\u003eConclusion 20\u003c\/p\u003e\u003cp\u003eNote 20\u003c\/p\u003e\u003cp\u003eChapter 2 High Stakes: High Risk, Low Visibility 21\u003c\/p\u003e\u003cp\u003eBetting on Value 21\u003c\/p\u003e\u003cp\u003eAre You in Jeopardy? 24\u003c\/p\u003e\u003cp\u003eWhat People Think of You Matters 27\u003c\/p\u003e\u003cp\u003eNo One Likes Shaky Ground 29\u003c\/p\u003e\u003cp\u003eGambling with Loyalty 33\u003c\/p\u003e\u003cp\u003eConclusion 36\u003c\/p\u003e\u003cp\u003eNote 36\u003c\/p\u003e\u003cp\u003eChapter 3 Think of All We’ve Been Through 37\u003c\/p\u003e\u003cp\u003eWhere We Have Been 37\u003c\/p\u003e\u003cp\u003eWhere Are We Going? 40\u003c\/p\u003e\u003cp\u003eHow Will We Know When We Get There? 42\u003c\/p\u003e\u003cp\u003eWhat Good Will It Do? 46\u003c\/p\u003e\u003cp\u003eTough Calls Start with “Why?” 48\u003c\/p\u003e\u003cp\u003eConclusion 50\u003c\/p\u003e\u003cp\u003eNotes 51\u003c\/p\u003e\u003cp\u003ePart II Leadership Traps 53\u003c\/p\u003e\u003cp\u003eChapter 4 Necessary Uncertainty: Overconfidence,\u003c\/p\u003e\u003cp\u003eRationalization, and Bias 55\u003c\/p\u003e\u003cp\u003eYou Can’t Shine a Light in Every Dark Corner 56\u003c\/p\u003e\u003cp\u003eOverconfidence 59\u003c\/p\u003e\u003cp\u003eRationalization 62\u003c\/p\u003e\u003cp\u003eBias 63\u003c\/p\u003e\u003cp\u003eSpreadsheets Don’t Make You Smart 67\u003c\/p\u003e\u003cp\u003eConclusion 70\u003c\/p\u003e\u003cp\u003eNotes 71\u003c\/p\u003e\u003cp\u003eChapter 5 Talent Is Not Your Greatest Asset 73\u003c\/p\u003e\u003cp\u003eTake the Risk Out of People Decisions 73\u003c\/p\u003e\u003cp\u003eE5 Star Performer Model 76\u003c\/p\u003e\u003cp\u003eEthics: Doing Well by Doing Right 77\u003c\/p\u003e\u003cp\u003eExpertise: The Raw Data of Talent 78\u003c\/p\u003e\u003cp\u003eExcellence: Consistency of Performance 78\u003c\/p\u003e\u003cp\u003eEnterprise: Setting the Bar 79\u003c\/p\u003e\u003cp\u003eExperience: The Yesterdays That Define the Tomorrows 79\u003c\/p\u003e\u003cp\u003eLeading through Ambiguity 80\u003c\/p\u003e\u003cp\u003eWhom Do You Want to Leave? 84\u003c\/p\u003e\u003cp\u003eWhy You Need Gyroscopes 86\u003c\/p\u003e\u003cp\u003eConclusion 90\u003c\/p\u003e\u003cp\u003eNotes 91\u003c\/p\u003e\u003cp\u003eChapter 6 Critical M\u0026amp;A Decisions 93\u003c\/p\u003e\u003cp\u003eWhat It Takes to Decide 94\u003c\/p\u003e\u003cp\u003eIf I Only Had a Heart 98\u003c\/p\u003e\u003cp\u003eCourage Is Not Recklessness 100\u003c\/p\u003e\u003cp\u003eThe Rewards of Heavy Mettle 102\u003c\/p\u003e\u003cp\u003eDeals Create Decision-Making Traps 104\u003c\/p\u003e\u003cp\u003eGroupthink Trap 104\u003c\/p\u003e\u003cp\u003eComplexity Trap 105\u003c\/p\u003e\u003cp\u003eStatus Quo Trap 106\u003c\/p\u003e\u003cp\u003eAnchoring Trap 107\u003c\/p\u003e\u003cp\u003eSunk-Cost Trap 108\u003c\/p\u003e\u003cp\u003eInference and Judgment Trap 109\u003c\/p\u003e\u003cp\u003eConclusion 109\u003c\/p\u003e\u003cp\u003eNotes 110\u003c\/p\u003e\u003cp\u003ePart III Correlations, Cause, and Culture 111\u003c\/p\u003e\u003cp\u003eChapter 7 Sailing in Uncharted Waters 113\u003c\/p\u003e\u003cp\u003eRough-Water Rafting 114\u003c\/p\u003e\u003cp\u003eImplement or Drown 116\u003c\/p\u003e\u003cp\u003eThe Messiness of Metrics 119\u003c\/p\u003e\u003cp\u003eKeep Your Customers in the Boat 123\u003c\/p\u003e\u003cp\u003eRun a Triple Play 125\u003c\/p\u003e\u003cp\u003eConclusion 130\u003c\/p\u003e\u003cp\u003eNotes 130\u003c\/p\u003e\u003cp\u003eChapter 8 This Makes Cents 131\u003c\/p\u003e\u003cp\u003eFormulating the Strategy for the Deal 132\u003c\/p\u003e\u003cp\u003eSetting Criteria for the Deal 134\u003c\/p\u003e\u003cp\u003eIdentifying and Evaluating Targets 137\u003c\/p\u003e\u003cp\u003eEvaluating People and Planning Succession 139\u003c\/p\u003e\u003cp\u003eIntegration 142\u003c\/p\u003e\u003cp\u003eConclusion 145\u003c\/p\u003e\u003cp\u003eNotes 145\u003c\/p\u003e\u003cp\u003eChapter 9 Elements of Culture 147\u003c\/p\u003e\u003cp\u003eBeyond the Code of Conduct 148\u003c\/p\u003e\u003cp\u003eSetting the Pace 152\u003c\/p\u003e\u003cp\u003eOrganizational Learning 153\u003c\/p\u003e\u003cp\u003eCapacity and Appetite for Change 157\u003c\/p\u003e\u003cp\u003eBuilding New Neural Networks 160\u003c\/p\u003e\u003cp\u003eConclusion 162\u003c\/p\u003e\u003cp\u003eNotes 163\u003c\/p\u003e\u003cp\u003eChapter 10 You Bought It; Don’t Break It 165\u003c\/p\u003e\u003cp\u003eIntegrating with a Merger Mindset 166\u003c\/p\u003e\u003cp\u003eSet Objectives; Measure Success;\u003c\/p\u003e\u003cp\u003eReap the Benefits 168\u003c\/p\u003e\u003cp\u003eHow Will You Be Better Off If You Integrate? 171\u003c\/p\u003e\u003cp\u003eIntegration Do’s and Don’ts 174\u003c\/p\u003e\u003cp\u003eCast \u003ci\u003eYour \u003c\/i\u003eLeadership Shadow 177\u003c\/p\u003e\u003cp\u003eConclusion 181\u003c\/p\u003e\u003cp\u003eNotes 181\u003c\/p\u003e\u003cp\u003eIndex 183\u003c\/p\u003e","brand":"Taylor \u0026 Francis Ltd","offers":[{"title":"Default Title","offer_id":49407221268823,"sku":"9781138481824","price":25.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781138481824.jpg?v=1730498619","url":"https:\/\/bookcurl.com\/products\/the-merger-mindset-9781138481824","provider":"Book Curl","version":"1.0","type":"link"}