Read the informal dynamics that determine whether change management in mergers and acquisitions actually moves.
Change Management in Corporate Mergers and Acquisitions
Learn to design, measure and defend your organisation's approach to change management in mergers and acquisitions.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When change management in mergers and acquisitions is unclear, people default to protecting their own function. The hardest part of mergers and acquisitions is rarely deciding — it is holding the decision when it becomes unpopular. Benchmarking exercises repeatedly place the organisational leadership discipline among the areas with the widest performance spread. Participants develop a defensible line of reasoning for the choices they make about change management in mergers and acquisitions. The course sets out a working method for this area of organisational leadership that participants can apply the week they return. Most organisations already have a policy on mergers and acquisitions; far fewer can show it working. The programme suits teams tackling change management in mergers and acquisitions together as readily as individuals attending alone. Participants test their assumptions about mergers and acquisitions against scenarios designed to break weak ones. Participants finish with a short, specific brief on this strand of organisational leadership ready to put in front of a decision maker.
Expected Learning Outcomes
Communicate the reasoning behind mergers and acquisitions, not only the conclusion.
Set direction on change management in mergers and acquisitions that people can act on without further interpretation.
Sequence improvements to mergers and acquisitions so that each step makes the next one easier.
Present the case for investment in change management in mergers and acquisitions in terms that a finance function will accept.
Hold difficult conversations about mergers and acquisitions early, while they are still small.
Distinguish the parts of change management in mergers and acquisitions that must be standardised from those that require judgement.
Who Should Attend
Department heads accountable for the results of change management in mergers and acquisitions.
Staff seconded into improvement work on mergers and acquisitions.
Team leaders responsible for daily delivery of change management in mergers and acquisitions.
Newly promoted managers taking on mergers and acquisitions for the first time.
Human resources partners advising leaders on change management in mergers and acquisitions.
High-potential staff being prepared for wider responsibility for mergers and acquisitions.
Course Modules
Change management in mergers and acquisitions: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Delegating change management in mergers and acquisitions without abandoning it
- Set out the decisions in change management in mergers and acquisitions that require sign-off and by whom.
- Benchmark the organisation's mergers and acquisitions against comparable operations.
- Name the person accountable for each part of change management in mergers and acquisitions, not the committee.
- Set the decision rights on mergers and acquisitions: who decides, who is consulted, who is told.
Session 2Deciding on mergers and acquisitions when the information will never be complete
- Agree the smallest change to change management in mergers and acquisitions that would be visibly useful.
- Agree the indicators that will show whether mergers and acquisitions is improving.
- Write down the reasoning behind your position on change management in mergers and acquisitions.
- Identify which function can quietly block mergers and acquisitions and address it directly.
Mergers and acquisitions: performance, standards and consistency
2 sessions · 8 pointsSession 1What to measure in mergers and acquisitions and what to ignore
- Rank the weaknesses in change management in mergers and acquisitions by consequence rather than by ease of fixing.
- Test whether the team can explain mergers and acquisitions in their own words.
- Assess the workload change management in mergers and acquisitions adds and what you will remove to make room.
- Ask the team what they think is wrong with the plan for mergers and acquisitions.
Session 2What your team concludes from how you handle mergers and acquisitions
- Set the review point at which change management in mergers and acquisitions will be reconsidered.
- Prepare how you will respond when mergers and acquisitions is challenged publicly.
- Rehearse the briefing on change management in mergers and acquisitions that would follow an incident.
- Prepare the response for the most likely failure in mergers and acquisitions.
Mergers and acquisitions: conflict, politics and informal power
2 sessions · 8 pointsSession 1Recovering after a visible mistake on mergers and acquisitions
- Assign responsibility for keeping documentation of change management in mergers and acquisitions current.
- Check whether incentives anywhere reward behaviour that undermines mergers and acquisitions.
- Confirm that contractual obligations around change management in mergers and acquisitions are understood.
- Decide the point at which you would escalate mergers and acquisitions.
Session 2The decisions in change management in mergers and acquisitions that cannot be delegated
- State the outcome expected from change management in mergers and acquisitions in a single sentence anyone can repeat.
- Agree the standard on mergers and acquisitions and confirm it applies to everyone.
- Check that records of change management in mergers and acquisitions answer the questions likely to be asked.
- Identify your successor for mergers and acquisitions and the gap they need to close.
Mergers and acquisitions: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Closing out mergers and acquisitions and capturing what was learned
- Anticipate the objections change management in mergers and acquisitions will raise and prepare the answers.
- Plan the sequence in which improvements to mergers and acquisitions will be introduced.
- Give one piece of specific feedback on change management in mergers and acquisitions within the week.
- Identify where judgement in mergers and acquisitions is legitimate and where it is not.
Session 2Building someone who can run mergers and acquisitions without you
- Decide what you will delegate on change management in mergers and acquisitions and what you will not, and say why.
- Collect evidence on the present handling of mergers and acquisitions before proposing changes.
- Identify single points of dependency in change management in mergers and acquisitions and reduce them.
- Distinguish symptoms from causes when mergers and acquisitions underperforms.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.