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    Heads of M&A, Merger Integration, PMO, HR, Business Unit, HR, and Strategy

    The number of cross-border M&A and divestment deals continue to thrive. As a result, the necessity of formulating a structured and phased integration will become even more relevant.  Successful acquirers realise that they cannot wait for the deal to close to begin planning for the integration. Many mergers fail as a result of inability to act during the integration phase and plan within due diligence.  

          A successful integration depends on a clear vision, leadership and commitment to a continuous communication feedback loop. Strategic and operational due diligence is necessary where you can review key variables, metrics and qualitative factors such as corporate culture. Companies must balance the need for functioning, and harmonised processes against the need for winning the hearts and minds of the new organisation’s workforce, or in the case of divestments, ensuring a smooth separation. Working with dedicated personnel with solid integration experience, liaising between senior management and project managers and ensuring a cross-functional team are notable challenges – as is involving the integration team during the latter part of the due diligence process.  A clear knowledge of integration governance, risks and compliance is necessary. Mastering the human impact through interpersonal and internal communication often succeeds in finding the problems early and ensuring a joined corporate culture.

    Attend this leading forum to benchmark how other corporate development and merger teams are implementing integration, and divestment strategies; hear their perspectives - both success stories and lessons learned.  Utilise this event to learn from their experiences, compare solutions and take away concrete strategies that you can use to drive transformation in your enterprise.


    HP Enterprise  Case Study on Due Diligence / Integration Planning to Decide Quickly
    Almirall  M&A Planning (Execution and Integration) During Due Diligence and Case Study of a Recent Deal
    Shell  An M&A Centre of Excellence  (speaker is formerly from Shell)
    APM Terminals  Working with Chinese Buyers on Merger Integration
    Nokia  Cultural Due Diligence and Integration:  Governance Matters
    Royal FrieslandCampina  Integrating in Emerging Markets, How to Deal with Uncertainty
    GSK Vaccines  Perspectives and Challenges of a Divestment under European Commission Competition Ruling
    Robert Bosch Change Management with Cultural Integration in PMI
    IBM  HR Due Diligence: Bring People Issues to the M&A Strategy
    Astellas  Employee Engagement during M&A
    Aareon  Bringing Innovation and Growth into the Group: through Acquisitions and Building an Integrated Model under the Umbrella of Group Strategy
    Cargill  The Role of HR in M&A, Divestitures and Joint Ventures
    Cardinal Health  M&A Integration Operations Management: Running a Newly Acquired Business
    Philips Lighting  Integrating Small and Midsized Companies into a Global Company: Business Driven Integration
    Curium  Challenges in Executing Carveout Asset Acquisition and Integration
    Brightstar  Challenges in Integrating Mid Market Businesses into Multinationals
    Microsoft  M&A Framework and Integration Tools
    Altran  Integration Aspects in High Tech R&D
    Siemens PLM Software  HR M&A Integration – The Collaborative Approach

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    (click here to see photos and feedback from our previous Merger Integration forum)