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Online Course Post Merger Integration


PMI2go has been developed together with M&A responsibles from Bertelsmann, Daimler, SAP, STADA and QIAGEN, and with Dr. Johannes Gerds one of the leading PMI experts in Germany.

  • 6 senior experts with a combined experience of more than 200 M&A transactions present condensed know-how
  • 10 interactive workouts enable the learner to implement attained knowledge in daily business
  • 16 case studies containing best practices from real-life transactions presented by one of the experts
  • 250 exemplary integration tasks, which support the learner in developing an integration plan
Target Group

PMI first-timers who are currently or in the future will be involved in post-merger integration Participants will:

  • Acquire an expert’s perspective on a broad range of PMI topics and areas
  • Gain practical know-how
  • Receive one-to-one feedback through an optional self-check
  • Experience a self-paced training programme
Programme Overview

The online training consists of five modules. While going through the five modules, you can collect lots of know-how nuggets – some of which you can also download at the end of each module.

  • Integration Framework: Module 1 presents major factors that set the framework for a post-merger integration. After presenting major stages of an M&A process it becomes clear that post-merger integration starts already in the pre-closing stage. The module also shows how business-overlaps drive both cost synergies and revenue synergies, and how synergies for their part drive the degree of integration and the target operating model.
  • Integration Management: Module 2 shows that Integration Management is more than standard project management. It starts with demonstrating that any post-merger integration is managed through phases and that integration speed is above all about prioritising integration tasks. The module illustrates that Integration Management requires leadership on various levels and that teams are a major vehicle for managing post-merger integration. It wraps up with illustrating that success of integration is often more than just financials and that Integration Management demands proactive risk management.
  • People Integration: Module 3 shows that post-merger integration is more than drawing new organisational charts. It illustrates how integration can greatly disturb the cultural peace of an organisation and that integration is emotional and stressful for all individuals from both organisations. The module illustrates why change management is a management task in post-merger integration that cannot be delegated. It closes with showing that communication is mandatory in almost any case to address merger-related fears and uncertainties.
  • Functional Integration: Module 4 presents the triple challenge of integrating support functions taking HR, Finance and IT as examples. It gives various task examples for HR managing people topics such as reassuring and retaining key people. Providing further examples on how Finance functions take and maintain control the module illustrates also how to control money flows and to consolidate and report financials. Regarding IT it further outlines task examples for establishing secure IT connections, and aligning IT applications and systems in order to connect people and processes.
  • Business Integration: Module 5 illustrates that Business Integration is not business as usual by discussing examples from Research and Product Development (R&PD), Procurement, Operations, and Sales & Marketing. It shows that R&PD integration is about securing today’s offerings while planning for tomorrow’s and that Procurement needs to manage cost savings also beyond quick wins by analyzing spending in-depth. With regard to Operations the module illustrates how to balance cost savings and business continuity risks assessing consolidation options. It also illustrates how Sales & Marketing maintains and intensifies customer relationship management in a post-merger integration.
Testimonials
  • PMI2go is a professional tool for getting started with post‐merger integration.
    Thomas Fruth, OSRAM
  • PMI2go provides assistance for a structured implementation of an integration and supports the management in the smooth processing.
    Andreas Homola, TÜV Nord
  • An important tool for employees entering the integration process to gain an overview or to set priorities.
    Wolfgang Indenhuck, Messer Group
  • PMI2go is based on tried and tested know‐how from practitioners and allows fast onboarding of new project members.
    Frank Lelek, Evonik Industries
  • Great training! In‐depth expertise! Practically relevant and modular! Modern package and interactive approach ‐ with examples, checklists and interviews.
    Klaus‐Rudolf Raths, GEA Group
  • PMI2go is an excellent introduction to the PMI phase and offers PMI managers a comprehensive insight into the complexity of a PMI project at an early stage.
    Arlette Sauer, DEKRA
  • PMI2go addresses essential issues of integration from all functional areas.
    Carsten Schlachta, DMK Deutsches Milchkontor
  • PMI2go supports the systematic transition of M&A deals into operational business.
    Torsten Stolte, dormakaba
Test

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Registration Form and Course Fee

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Any Questions?


Katrin Leez, M.A.
Assistant to the management

Phone: +49 251 62077-0
eMail: katrin.leez(at)jurgrad.de