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Transorganisational Change: Mergers  & Acquisitions
Transorganisational Change: Mergers  & Acquisitions
-allow organizations to perform tasks that are
too costly and complicated for single
organizations to perform
-rely on “TRANSACTIONS” and work best when
transactions occur frequently
•
•
•
•
Transorganisational Change: Mergers  & Acquisitions
Transorganisational Change: Mergers  & Acquisitions
•complex change interventions that involve the combination of two or more
organizations.
•a preferred method for rapid growth and strategic change.
•Organizations engage in M&As for a variety of reasons, including:
• Diversification or vertical integration
• Gaining access to global markets, technology, or other resources
• Achieving operational efficiencies, improved innovation, or resource sharing
• Inadequate due diligence
• Lack of a compelling strategic rationale
• Unrealistic expectations of synergy
• Paying too much for the transaction
• Conflicting corporate cultures
• Poor communication and change management
Precombination Phase
Operational combination Phase
Legal combination Phase
•Planning activites designed to
ensure the success of the
combined organization.
•Organization pursuing the M&A
Option must identify a candidate
organization, gather and reveal
information about each other to
implement the integration
activities.
1.Search and Select Candidate:
2.Create M&A Team:
3.Establish Business Case:
4.Perform Due Diligence Assessment:
5.Develop Merger Integration Plans:
6.Detailed Analyses for Integration Planning:
7.Designing the Combined Organization:
8.Action Plan for Implementation:
•
•
•
•
•
•
Transorganisational Change: Mergers  & Acquisitions
Sana Fatima
Tanu singh
Sneha kashyap
Wasfa Maqsood

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Transorganisational Change: Mergers & Acquisitions

  • 3. -allow organizations to perform tasks that are too costly and complicated for single organizations to perform -rely on “TRANSACTIONS” and work best when transactions occur frequently
  • 7. •complex change interventions that involve the combination of two or more organizations. •a preferred method for rapid growth and strategic change. •Organizations engage in M&As for a variety of reasons, including: • Diversification or vertical integration • Gaining access to global markets, technology, or other resources • Achieving operational efficiencies, improved innovation, or resource sharing
  • 8. • Inadequate due diligence • Lack of a compelling strategic rationale • Unrealistic expectations of synergy • Paying too much for the transaction • Conflicting corporate cultures • Poor communication and change management
  • 9. Precombination Phase Operational combination Phase Legal combination Phase
  • 10. •Planning activites designed to ensure the success of the combined organization. •Organization pursuing the M&A Option must identify a candidate organization, gather and reveal information about each other to implement the integration activities.
  • 11. 1.Search and Select Candidate: 2.Create M&A Team: 3.Establish Business Case: 4.Perform Due Diligence Assessment: 5.Develop Merger Integration Plans: 6.Detailed Analyses for Integration Planning: 7.Designing the Combined Organization: 8.Action Plan for Implementation:
  • 14. Sana Fatima Tanu singh Sneha kashyap Wasfa Maqsood