Alexis Papathanassis postulates that ICS ought to be treated as a complex and demanding management process and that it should be acknowledged as a key enabler of merger value realization. The application of his "Post-merger information and communication systems framework" (POMICS) on a real-life post-merger integration situation in a tourism company serves as a validation and as an illustration of the framework's potential value. It also gives valuable insights into some of the key questions facing the entire tourism sector today.

This book pools the current know-how, and closes important knowledge gaps, to offer hands-on advice and practical answers to the many 'how to' questions relating to merger implementation. It provides a crucially important understanding of how to assess the chances of realising synergy potential and evaluate integration risks.

Although post-merger integration (PMI) in management control systems (MCSs) is a key determinant of successful corporate mergers and acquisitions (M&As), it has not attracted due academic attention because the existing case studies on PMI is are highly concentrated on integration in terms of human resources and corporate cultures. In this study, we analyze the issues, solutions, and implementation of PMI tasks in MCSs at each phase of a cross-border merger from the perspective of the organization, and employees, policies and procedures, reporting, communication and monitoring, and information technology. Our case study has several implications for PMI in MCSs. First, expedited completion of PMI in MCSs is necessary because it is equivalent to structuring the a monitoring system of for overall management and PMI task processes at the acquired firm. Second, setting the extent of managerial discretion at the acquired firm is a prerequisite for the effective installation of MCSs. Lastly, in order to minimize merger risks, a PMI-dedicated business division must be designated in the an early phase and executed with due diligence.

A guide for mining the imagination to find powerful new ways to succeed. We need imagination now more than ever—to find new opportunities, rethink our businesses, and discover paths to growth. Yet too many companies have lost their ability to imagine. What is this mysterious capacity? How does imagination work? And how can organizations keep it alive and harness it in a systematic way? The Imagination Machine answers these questions and more. Drawing on the experience and insights of CEOs across several industries, as well as lessons from neuroscience, computer science, psychology, and philosophy, Martin Reeves of Boston Consulting Group's Henderson Institute and Jack Fuller, an expert in neuroscience, provide a fascinating look into the mechanics of imagination and lay out a process for creating ideas and bringing them to life: The Seduction: How to open yourself up to surprises The Idea: How to generate new ideas The Collision: How to rethink your idea based on real-world feedback The Epidemic: How to spread an evolving idea to others The New Ordinary: How to turn your novel idea into an accepted reality The Encore: How to repeat the process—again and again. Imagination is one of the least understood but most crucial ingredients of success. It's what makes the difference between an incremental change and the kinds of pivots and paradigm shifts that are essential to transformation—especially during a crisis. The Imagination Machine is the guide you need to demystify and operationalize this powerful human capacity, to inject new life into your company, and to head into unknown territory with the right tools at your disposal.

Seminar paper from the year 2010 in the subject Business economics - Investment and Finance, grade: 1,7, University of Applied Sciences Berlin, language: English, abstract: Today's economy is shaped by globalization with market conditions changing rapidly and com-petition growing in many areas. In order to stay competitive, in every region of the world very often companies try to merge with other companies from either within their own market or from other regions or markets. Mergers and acquisitions (M&A), the term itself is used for diverse kinds of cooperation between companies, received a lot of public attention during the past dec-ades as several major M&A transactions have been effected. Although during the current worldwide economic struggles the global M&A transaction volume declined, expansion through M&As remains a central corporate growth strategy tool. To merge companies successfully, integration and harmonization processes which require a lot of attention and resources are very important in order to align the previously separate compa-nies' operations, strategies and culture. As only very few M&A transactions generate satisfying results and achieve their strategic and financial objectives, subject of this paper is to determine the requirements for successful post merger integration. After describing the range of motives for companies to engage in M&A, I will explain the challenges and the importance of post merger integration management (PMI) and provide guidelines how it can contribute to make a M&A transaction a success.

After the merger... after the deal is struck... after the lawyers & investment bankers have gone, the real work of putting two companies together begins. This book provides insights on how executives & managers can address the vital human resource issues that arise from a merger. This provocative book is essential for any manager executive who has to make a merger work.