Certified Post Merger Integration Specialist (CPMI)

WHAT TO EXPECT

The Post Merger Integration program dives deep into the integration issues post acquisition or merger. It covers pre-closing preparation in terms of strategy, synergy identification, and integration planning as well as actually running and implementing the integration in terms of integration governance and project management. Also integration issues and aspects of different core functions, such as marketing & sales, finance, human resources, etc. are covered. Last but not least, there is an additional emphasis on change management in order to make the integration a success.

Whether you are involved in the integration as part of the acquiring or target company or assist clients as a consultant, this program will help you to understand the complexity in integration in its entirety and do a better job in dealing with its complexity.

In the highly interactive on-site course or the self-paced online course, you’ll take your skills to the next level by practicing:

• Plan for the integration the right way and early on
  Connect strategy with integration planning and design during the transaction, due diligence, and negotiation phases.
• Getting the synergies right
  Explore and corroborate the various synergies that can be achieved in different functions and the business be it cost and/or growth synergies and how to realize them.
• Succeed with Change Management
  Learn from our experts how to successfully implement the changes needed to align your goals, bringing organizations together and making the integration a success.

CONTENT

The CPMI program is structured in four modules based on our IMAA Framework and Body of Knowledge for Mergers & Acquisitions. It is available to take online or onsite.

KEY FACTS & FEES

WHO PARTICIPATES

While you will meet an international mix of participants from various industries, the Mergers and Acquisitions program is designed for mid-management to senior executives in the C-Suite, directors of public and private companies, board leaders, and heads of strategy and corporate development. It is also geared toward advisers, investment bankers, transactional lawyers, and private equity investors. Individuals and teams are welcome to attend.

By Function

By Industry

By Region

Program Level: Intermediate

Learning Objectives

Essentials of M&A

• Understand the different methods companies can acquire or merge another firm
• Distinguish between Management Buy Outs and Management Buy Ins
• Differentiate between spin-off, split-off & carve-outs
• Classify horizontal & vertical mergers
• Identify different strategies companies use to exit investments
• Classify types of tender offers and what constitutes them
• Analyze and compare different ownership shapes & structures
• Identify growth factors in M&A transactions
• Structure & manage M&A portfolios
• Identify value adding factors in M&A
• Identify value destroying factors
• Analyze various success measurement test & methods
• Classify drivers of profitability in M&A
• Analyze historical M&A waves and their driving factors
• Identify factors in Cross Border M&A activity
• European, Emerging markets, based on regions
• Evaluate historically largest deals
• Define characteristics of M&A waves
• Understand the buy and sell side process, covering both the traditional and holistic view
• Distinguish between the role of advisors and working with them in an M&A setting
• Establish framework for potential target buyer and seller searches
• Identifying relevant industries, companies, locations, financial advisors
• Preparing long and short lists
• How do M&A deals originate and the deal flow
• Discuss necessary agreements and documents in M&A deals
• Construct due diligence plans and activities
• Conducting and updating findings over the transaction lifecycle
• Organizing due diligence teams and data room management
• Identify various areas that require due diligence runs
• Conduct due diligence in a cross-border setting
• Create a minimalistic due diligence
• Identify warning signs in due diligence results
• Judge past and present takeovers battles
• Analyze takeover attacks and strategies for defense

Integration management and Synergies

• Understanding various merger types and appropriate integration methods
• Outlining success factors
• Identifying quick wins and synergies<.li>
• Developing governance structure
• Identifying project and function leads
• Building Project Management office and steering committee
• Defining governance roles for PMO, Steering Committee
  • Define reporting standards
  • Developing communication roll out plan and implementation
• Planning and executing Day 1 plans
  • Outlining pressing strategic needs
• Initiating communication plan for Day 1
• Mobilizing PMOs, ensure functional representation
• Workstream consolidation and horizontal functions
• Developing and implementing weekly process
• Develop and implement process for aligning companies
  • Understand key alignment factors
  • Familiarize with tools for implementation
• Align integration plans with business strategy
  • Create alignment procedures
  • Identify workstreams and implement
• Develop and align integration phases
• Initialize plan for identifying and implementing synergies
• Identify driver for M&A and cement targets
• Lay out typical areas for potential synergies
• Align synergies with post close operating model
• Identify various planning and implementation risks
• Align due diligence findings with synergies
• Modelling synergies
• Identifying key performance factors
• Identifying target and screening processes
• Planning Initial due diligence phase identifying key information requirements
• Developing and implementing transition phase model
• Developing phase model for Day 1/ First 100 Days
• Understand project management principles and implementation in integration management
• Align integration plans with project management principles
• Define responsibilities for organizational change projects
• Identify key factors for quick wins
• Execution for realizing quick wins

Culture and Change Management

• Identify various Dimensions of change management
• Familiarizing and using appropriate change management tools
• Derive methods of data collection and metric development
• Identify the driver and inhibitors of change
• Familiarizing with tools for managing change Identify challenges and ambiguities
• Plan for managing for potential conflicts
• Develop blueprint for day 1 communication
• Identify cultural differences within merging firms
• Develop plan for running cultural due diligence and assessment
• Identify best possible structure based on assessment finding
• Develop roadmap for cultural integration or assimilation
• Developing a communication plan
• Identify key stakeholders for communication loop
• Assess potential channels for communication
• Understand communication phases and implementation plans
• Identify risks and opportunities when assessing culture
• Identify key aspects for managing new culture
• Develop roadmap for integrating culture

Integrating Functions

• Align functions with acquisition rational
• Prioritize integration decisions based on blueprint
• Identify and manage stakeholders based on necessity
• Developing plan for key individuals for retention and core management
• Identifying possible sales synergies
• Develop plan implement key growth methods
• Identify quick commercial wins
• Define possible challenges arising
• Develop customer-centric plan for communication and realizing synergies
• Align with cultural assessment
• Understand the different phases and analytical blueprint
• Learn and apply data analysis methods
• Understand methods for qualitative assessment
• Understand the building blocks for customer centric selling
• Identify financial function integration areas
• Isolate key finance integration consideration
• Identify reporting pressures
• Develop plan for continuity and dependencies
• Develop plan for aligning and consolidating financial books
• Identify and implement business controls
• Understand financing risk profile
• Understand integration tracking tools and implementation