The Art of M&A® Program Management – Online with M&A Direct℠


Course Summary

Based on and adapted from our premier three-day on-site workshops, this training workshop will help you and your organization lead, plan, launch, and execute a successful M&A integration program from start to finish.

Each day’s session provides an overview of essential learning, processes, and best practices necessary for integration and program management success through every phase of the M&A lifecycle. Open forum discussions, Q&A, workout exercises, case examples, and virtual small group breakout assignments are used to help you identify and apply key principles, practices, and practical application for your use back on the job.


Session Times

(All Times Listed in U.S. Eastern Daylight Time Zone)

Total of 9 hours, conducted over three, 3-hour modules on successive days

  • Module 1: Tue, 10:00 AM – 1:00 PM
  • Module 2: Wed, 10:00 AM – 1:00 PM
  • Module 3: Thu, 10:00 AM – 1:00 PM

Online Platform

Cisco Webex Meetings (https://www.webex.com/video-conferencing). No account required to join this seminar. Participants will be able to meet in virtual small groups to discuss best practices and lessons learned with peers; interact with presenters through polls, questions and direct dialogue. Participant webcams are recommended and desirable for maximizing interaction with presenters and peers, but optional.


Tuition and Discounts

Standard Price: $1500

 

Discount Type

Savings

Cost After Discount

Early Bird You save $150 $1,350
Alumni (past participant) You save $300 $1,200
Certification Candidate
(you may sign up during registration)
You save $450 $1,050

Groups of 3 or more (from same company, attending same event)

Please call our office
214-689-3800

Payment is accepted by credit card or ACH (invoice available at registration; payment is due prior to providing access credential).

*Only one discount per person per event; must be applied at time of registration


Who should attend

  • Corporate Development Leads – Those accountable to the executive committee or deal team for overall strategy execution, end-to-end M&A operations, internal capability development and ensuring completion of the deal thesis objectives and synergies.

  • Integration Leads – Those principally responsible for integration strategy, planning, decision making and accomplishing overall “integration complete” on-time, on-budget and with deal objectives met.

  • Integration Management Office Leads and Program Managers – Those responsible for detailed integration planning, mapping and managing all cross-functional dependencies, scheduling, coordinating, tracking, statusing, reporting, managing risks, action items and issues.

  • Functional Workstream Leads and Dedicated Workstream Program Managers – Those responsible for integration planning and execution of their specific functional, business or cross-functional workstream across the M&A life cycle, while supporting all related cross-functional dependencies.

  • Key Executives (CFOs, Business Unit GM’s, VP Strategy/Corporate Development, etc.) – Those tasked with driving strategic growth through MA&D and accountable for deal resourcing, or building a more robust and repeatable M&A capability in their respective organizations or seeking continuous improvements in key “gap areas” where consistent program execution has been problematic.

Key Topics Include

  • The Strategic Role of Integration Program Management
    • A comprehensive look at the ROI of effective integration program management and industry-wide data demonstrates the risks and costs of the poor integration processes and “under-gunned” program management. Includes discussion of key level set terms that are used throughout the workshop. Based on the M&A Partners MergerMax® Value Creation Map, we will introduce 20 Essential Program Management Responsibilities crucial for your integration success.

  • Program Management’s Role in Strategy and Targeting
    • This session explores what Corporate Development, the Integration Lead, and the Integration Management Office (IMO) should be thinking about BEFORE a live deal begins. Topics include internal M&A readiness and capability development, how much does integration cost, and how to deal with every company’s most critical integration constraint – resourcing!

  • Program Management’s Role in Due Diligence and Transaction Management.
    • Beginning with an overview of an important best practice, the Diligence Management Office, we will discuss how and when the Integration Lead and IMO should be read-into a deal and to what extent they need to be involved in the due diligence. Discuss the reporting out on crucial diligence findings that impact integration, and transitioning from due diligence to integration without loss in critical target company insights or momentum for integration.

  • Program Management’s Role in Integration Pre-Announcement
    • This session outlines the all-important integration strategy framework – what it is, what to consider, when, and how it should be developed to guide the launch and direction of the overall integration planning process. We will also discuss the IMO’s role in planning and executing a successful initial public announcement by process management and messaging alignment.

  • Program Management’s Role in Integration Pre-Close
    • Now it’s showtime! This banner session hits the mission-critical elements to every deal, including chartering and launching the integration process and workstreams. We will cover conducting an effective “Integration Discovery” process to ensure each team has an appropriate operating model understanding needed for detailed planning, developing the Day-1 plan, and ensuring full Day-1 readiness across the organization.

  • Program Management’s Role in Integration Post-Close
    • Get ready for the heavy lifting as this session includes the core fundamentals every integration leader must master. Learn about developing the integration program of record, identifying, mapping, and managing cross-functional dependencies; executing and reporting against the deal’s key value-driver objectives; running the integration cadence, status reporting, metrics/KPIs and more!

  • Program Management’s Role in Integration Long-term Value Creation
    • But wait, there’s more! When most organizations think they are “done with integration,” significant integration milestones and business outcomes are not yet completed. Do you know when “integration is complete?” How do you assessing the overall integration program status and readiness to transition back to the “owning business units and functions?” Further, what is the IMO’s role in sustaining program operations and momentum following the transfer of scope back to the business?

  • The Great Playbook Challenge – How the Best Get Better
    • This highly interactive application session will explore best practices for your integration playbook. How do you shift from an unfathomable archive of stale tools and templates to a consistently executable methodology? What should you include – or not include? How to balance enterprise requirements with detailed functional requirements and readiness? What about M&A software – selecting, configuring, deploying, and using it successfully. Finally, what’s the ONE thing most companies completely miss that NO playbook should be without?

  • Application Exercises.
    • To fully leverage our live online seminar, participants will be assigned periodic discussion points. There will also be application exercises, and small virtual group break-out discussions, including a brief capstone exercise, case study, or panel discussion to maximize peer insights, networking, lessons learned, and next steps for continuous improvement in M&A integration.

Coffee with the Council – Follow-up Networking Chat

Peer-to-peer networking, sharing insights, and lessons learned with other top corporate M&A practitioners has always been a hallmark of the M&A Leadership Council experience. Each registered workshop participant can attend a free follow-up remote meeting to meet and talk informally with the presenters, meet other workshop participants, and share your company’s best practices, war stories, and practical insights. Don’t miss it!


Course Materials

Each registered participant will receive a summary of the seminar content for each module in a watermarked PDF document at the time of each module along with all exercises, small group breakout instructions and case studies to support the overall learning experience of each course.


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Participants of this course will receive 30 CMAS credits


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CPE credits are not yet available for this course.