Managing Mergers and Acquisitions
3 days|Delivered on request
This programme is for the person accountable for the work rather than the person doing it. It covers mergers and integration and corporate governance from the position of someone who must review, approve and answer for the output. Managers carry this because the gap between a stated strategy and what the organisation actually does is where most value is lost, and the accountability does not delegate cleanly. Delegates leave able to work confidently with succession at executive level, negotiation at senior level and executive decision making in their own organisation.
What delegates leave able to do
- Bring succession at executive level into line with current good practice, measured against the balanced scorecard
- Spot where negotiation at senior level is failing before it becomes a finding
- Explain executive decision making to someone who does not do the work
- Review executive presence and say plainly whether it is working
What the course covers
- Mergers and integration
- Corporate governance
- Succession at executive level
- Negotiation at senior level
- Executive decision making
- Executive presence
- Innovation leadership
Who should attend
- divisional heads
- senior managers preparing for executive roles
- founders and managing directors
- executive committee members
- executives and C-suite members
