amontis consulting ag, Kurfürsten-Anlage 34, 69115 Heidelberg, Deutschland

Mergers, Acquisitions and Carve-outs: Reshaping for success
- initiative*magazine #14 :

The 14th issue of our initiative*magazine focuses on Mergers, Acquisitions and Carve-outs. It deals with change, risk and crisis management and gives you key insights on how to reshape for success. It provides you with possible strategies to cope with uncertainty and presents a powerful tool (the DCA-Analysis) to quickly assess a situation and take fast actions.

Too bad, you missed a chance to win a seat at one of our training!

We gave you a chance to take part to our online survey and win a seat at one of our training* (for a worth of 720€)!

The survey ended on the 30th of April 2021 at 23:59 CET.

Thanks for those who took part in it. The winner has been contacted.

Follow us on LinkedIn or join our newsletter if you do not want to miss another chance like this again!

*You may choose freely in a list of training provided by amontis (for a maximum worth of 720€). If the training exceeds this sum, you will get a discount of 720€ on the choosen training. We will contact you to find a suitable appointment directly with you.

Issue #14 - Table of contents:

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initiative*magazine #14 - Mergers, Acquisitions and Carve-outs: Reshaping for success

Mergers, Acquisitions and Carve-outs: Reshaping for success - an issue about risk management, crisis management, change management and more...

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    A bootcamp to learn how to organise for M&A, Carve-out or Post-Merger-Integration

    We design special trainings to give you the best knowledge and tools to carry on successfuly with your M&A, Carve-out or Post-Merger-Integration activities. You can simply book a seminar online or contact us for more information. We will gladly adapt the content of our seminars to your own needs and/or design customised content just for you. Our trainings are available in face-to-face or remote format.

    Editorial: M&A + C

    At the time of writing, the COVID-19 crisis continues to put many businesses under great stress. For some, this was the last straw that broke the camel’s back. Others continue to fight for their existence. As a consequence, experts expect a surge in mergers and acquisitions. It’s going to be a buyer’s market.

    This supports the all too familiar picture of M&A as a cold, money oriented, cut-throat activity. Big, rich companies swallow smaller, good natured but financially less successful, struggling firms – and couldn’t care less about the business they bought and the people that came along with it. A financial transaction, detached from the heart and soul of the organisation. This picture is prominent for a reason: It reflects common worst practices of M&A. These ventures obviously have a financial interest at their core. But so do all for profit businesses as well as all employees wishing to receive a pay check at the end of the month. There is nothing wrong with financial interests as such. It is the way this interest is pursued that makes the difference – not only for the people involved but also for the bottom line. Intriguingly, there is a correlation between people, performance and success still waiting to be fully leveraged.

    This issue of the initiative magazine is dedicated to two changes of perception in regards to M&A. Firstly, in many instances, it provides an opportunity for a better business life not only from the perspective of shareholders but also for its dedicated and motivated workforce – if this dedication and motivation isn’t lost in the process. This brings about the second change of perspective: There is no conflict of interest between people and profit orientation as people drive profit. Herein lies a key opportunity or threat in regards to realising the business case behind the M&A venture that affects the bottom line result directly, positively or negatively.

    Arlette Dumont du Voitel

    More readings for you

    You will find all our articles published in English here and our previous issue of our initiative*magazine (The change gap) here.


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