Five Frogs on a Log. A CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions & Gut Wrenching Change

  • ID: 2210391
  • Book
  • 220 Pages
  • John Wiley and Sons Ltd
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Written by Mark L. Feldman and Michael F. Spratt of PricewaterhouseCoopers,Five Frogs on a Log offers readers an entertaining and no–nonsense field guide to the mergers and acquisitions jungle, packed with insight and instruction for executing corporate change and capturing shareholder value. Whether you′re buying another company or acquiring a new vision of the future, this book proffers an unconventional perspective and a practical, readily accessible set of solutions to the single greatest challenge facing today′s managers: executing rapid transitions in mergers, acquisitions and gut wrenching change.

"In a world filled with consultants and consultant–speak, Mark L.Feldman and Michael F. Spratt cut through the clutter, get to the root of this issues, and clearly lay out a map through the transition mine field in an entertaining and understandable way.Five Frogs on a Log is filled with interesting and fully appropriate anecdoted that drive home their many valuable insights to successful transition." Thomas T. Stallkamp, President, Chrysler Corporation

"Five Frogs on a Log is a must read for any senior executive contemplating the prospect of acquiring or being acquired....The light–hearted style and fictional accounts of merger events makes the material an engaging read." Charles M. Geschke, President and Chairman of the Board, Adobe Systems Incorporated

"Here is a compendious guide to the jungle of change management. Think of it as snake boots and snake serum. Don′t go into the undergrowth without it." John Varley, Chief Executive, Retail Financial Services, Barclays Bank PLC

"Mark Feldman and Michael Spratt have spent fifteen years advising the world′s largest, most panic–stricken companies on the implementation of mergers and acquisitions. They have condensed that experience into a book as full of wit as it is in wisdom." John Makinson, group Finance Director, Pearson PLC

"We′ve had first hand experience with these concepts and processes...and they work! Any executive comtemplating a merger or acquisition should read this first....even before talking to the investment banker. These are practical, executable methods that can capture the value of the ocmbiantion as quickly as possible." Dick Moeller, Chairman of the Board, VTEL Corporation.
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Introduction: The Salado River

Opportunity Lost: The Dealmakers′ Nightmare

The Ugly Truth: Deciding is Easy, Executing is Hard

More Ugly Truth: Why Performance Deteriorates

The Law of the Band Aid: The Need for Accelerated Transition

260 Priorities: Economic Value Creation

Windshield Watching in Seattle: Early Communication and Stability

No Secrets, No Surprises, No Hype, No Empty Promises: Connecting with Your Stakeholders

Five Frogs on a Log: Launching Transition Teams

Acute Structural Anxiety: Organizational Structure and Role Clarity

The Two–and–a–Half–Ton–Truck: Policies and Practices

The Ultimate Scapegoat: Unconventional Advice About Culture

The Blind Man′s Dog: Value Creation Incentives

The North Bank
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Mark L. Feldman
Michael F. Spratt
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