• Increase M&A success by including integration planning in the process
• Reduce M&A implementation time with a proven integration framework
• Achieve M&A goals faster by identifying critical implementation issues up front
• Increase efficiency by identifying top and mid-level management roles
• Maximize the value of the IP you think you are getting in your merger or acquisition
• Avoid common problems made in stakeholder communications in an M&A situation

Successful Integration Planning During Initial Conception, Negotiation, and Due Diligence

• Utilizing pre-acquisition tools from the initial idea through transaction completion
• Thinking ahead: identifying the core competency needs of the post merger firm
• Assessing the core competencies of the targeted merger/acquisition candidate(s)
• Identifying core competency additions as a result of the merger/acquisition
• Using corporate strategy as an integration driver
• Determining integration questions during negotiations and due diligence
• Pre-closing and post-closing issues, and the connections with integration
• Developing an acquisition integration plan during the pre-deal processes
• Defining what must occur in the first 100 days
• Integration during the first year
• Rolling out the acquisition integration plan 

Due Diligence of Intellectual Property

• Developing your due diligence plan and questionnaire
• Establishing a due diligence team
• Operating a data room
• Validation of perceived value
• Cataloging explicit knowledge
• Identifying and retaining tacit knowledge
• Developing a knowledge management plan

Workshop I: Participant teams practice developing an acquisition integration plan during the due
diligence stage of an acquisition.

Developing the Acquisition Integration Framework®

• Prioritizing integration issues and ensuring buy-in by both organizations
• Integrating organizations and major projects: the Acquisition Integration Framework® and its
  elements, and how its use will benefit you
  • Facilitating individual and small task group working relationships
  • Identifying the connections between each element and acquisition strategic intent
  • Achieving common focus by reaching agreement on the details of each element

Workshop II: Participant teams will use the Acquisition Integration Framework® to integrate
operations of a smaller firm with a larger firm.

Dealing With ‘Below the Radar Screen’ Issues After the Acquisition Transaction is Completed

• Overcoming the problem of stakeholder buy-in
• Establishing clear lines of authority and decision making in the merged organization
• Facilitating individual and small task group working relationships in the merged organization
• Preparing for rapid responses to unanticipated situations

Building an Effective Communication Program: Getting the Right Messages to the Right People

• Handling the fundamental questions asked by stakeholders
• Creating a communications strategy and infrastructure
• Unfolding the ‘vision’ and dealing with the dilemma of management disconnects
• Establishing the key message(s) communicated to all stakeholders
• Marketing the deal
• Motivating staff: retaining key people
• Controlling the rumor mill: how it can be done
• Stabilizing the new organization: the tools to use
• Getting buy-in from customers, suppliers, and alliance partners
• Creating two-way communication channels
• Overcoming the impact of ‘survivor’s syndrome’