Payment alternatives to retrieving maximum value
, 144–147
Post-closing risks management
, 152–153
Post-merger integration process
, 155, 157, 197
accelerators of integration
, 200–201
accepting imperfect organizational chart
, 207–209
adequating control mechanisms between HQ and subsidiaries
, 169–174
balancing speed with precision
, 205–207
characteristics of acquirer
, 189
cogency of decisions
, 230
communication
, 211–212, 223–228
creating advantage from multinational presence
, 157–167
cultural integration
, 181–183
earning trust of acquiring entity
, 187–188
engagement of people priority
, 212–214
example of
, 192–193
global execution
, 218–221
headquarters task profile
, 167–169
IP
, 197–198
M&A
, 196, 198–199, 217–218
making people decisions fast
, 201–204
mergers
, 194, 199–200
methodology to setting right integration speed
, 193
methodology to setting right level of integration
, 174–179
Nextel
, 189–190
priority actions in
, 198
protecting existing business
, 209–211
Prysmian Group
, 229
recognizing soft side of integration
, 179–180
requirement for speed
, 204–205
small deals
, 191
stronger branding campaign and internalized
, 222–223
timeline of merger integration
, 195
total absorption
, 188–189
UBS
, 216
Pre-merger integration exercises
, 209
Price tag, recognizing emotions with
, 139–144
Price-earnings ratio (P/E ratio)
, 128
Private equity fund (PE fund)
, 2, 26
Private equity groups (PEGs)
, 26
Prysmian
, 7, 8, 9, 10, 32, 55, 64, 166
acquisition of Draka
, 40–41
blood-stream
, 7
Prysmian–Draka
, 42
Prysmian People Performance (P3)
, 213