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
