Acknowledgments Executive Summary The Strategic Playbook 1 The Investment Case: The heart of the M&A leader's playbook Tool 1.1 Investment Case 2 Focus: Which drives everything else 3 Plans: Strategy precedes execution Tool 3.1 Situation Analysis Checklist Tool 3.2 SWOT Tool 3.3. Business Planning 4 Innovation: A fundamental strategic choice Tool 4.1 BRAVE Innovation The Commercial Playbook 5 Organic Revenue Growth: So valuable. 6 Customers: From which all new value flows 7 Marketing & Sales: Which every organization must do Tool 7.1 Purchase/Sales Funnel Management Tool 7.2 Marketing Planning Tool 7.3 Creative Brief Tool 7.4 Strategic Selling The Operational Playbook 8 Cost Optimization: To free up resources to fuel commercial growth 9 Operational Excellence: Supply chain, distribution, continual improvement Tool 9.1 Team Charter Tool 9.2 Milestone Management 10 Technology: Because all companies are technology companies today The Financial Playbook 11 The Deal/Due Diligence: iteratively Tool 11.1 Culture Tool 11.2 Negotiating Tool 11.3 Due Diligence Checklist 12 Financing the Deal: The different options 13 Further M&A: Enabling commercial and operational success The Governance Playbook 14 Regulatory: And the license to play 15 Financial Governance: Always necessary 16 The Board: And its multiple roles The Organizational Playbook 17 Culture: The underlying root cause of nearly every merger's success or failure 18 Incentives: Show me how they're paid and I'll tell you what they do 19 Leadership: Starting with the core leadership team Tool 19.1 Team/People Assessment 20 People: Acquire, Develop, Encourage, Plan, Transition Tool 20.1 Future Organizational Capability Planning Tool 20.2 Talent Management Tool 20.3 Recruiting Brief 21 Politics: What current and new leaders need to know organizationally and personally The Change Management Playbook 22 Integration Leadership: Start here 23 Change Management: Leading through the point of inflection Tool 23.1 Alignment Workshop Tool 23.2 Change Management 24 Communication: Everything communicates Tool 24.1 Communication Planning 25 Announcement Cascade: Emotional, Direct, Indirect Tool 25.1 Announcement Cascade Tool 25.2 Press Interviews 26 Adjustments: Because you'll need them Tool 26.1 Management Cadence Prototypical Order 27 Prototypical Order Concept - Research - Investment Case - Negotiation - Deal/Due Diligence - Contract - Close - Integration - Acceleration - Next Normal - The Next Chapter About the Authors Index
Show moreAcknowledgments Executive Summary The Strategic Playbook 1 The Investment Case: The heart of the M&A leader's playbook Tool 1.1 Investment Case 2 Focus: Which drives everything else 3 Plans: Strategy precedes execution Tool 3.1 Situation Analysis Checklist Tool 3.2 SWOT Tool 3.3. Business Planning 4 Innovation: A fundamental strategic choice Tool 4.1 BRAVE Innovation The Commercial Playbook 5 Organic Revenue Growth: So valuable. 6 Customers: From which all new value flows 7 Marketing & Sales: Which every organization must do Tool 7.1 Purchase/Sales Funnel Management Tool 7.2 Marketing Planning Tool 7.3 Creative Brief Tool 7.4 Strategic Selling The Operational Playbook 8 Cost Optimization: To free up resources to fuel commercial growth 9 Operational Excellence: Supply chain, distribution, continual improvement Tool 9.1 Team Charter Tool 9.2 Milestone Management 10 Technology: Because all companies are technology companies today The Financial Playbook 11 The Deal/Due Diligence: iteratively Tool 11.1 Culture Tool 11.2 Negotiating Tool 11.3 Due Diligence Checklist 12 Financing the Deal: The different options 13 Further M&A: Enabling commercial and operational success The Governance Playbook 14 Regulatory: And the license to play 15 Financial Governance: Always necessary 16 The Board: And its multiple roles The Organizational Playbook 17 Culture: The underlying root cause of nearly every merger's success or failure 18 Incentives: Show me how they're paid and I'll tell you what they do 19 Leadership: Starting with the core leadership team Tool 19.1 Team/People Assessment 20 People: Acquire, Develop, Encourage, Plan, Transition Tool 20.1 Future Organizational Capability Planning Tool 20.2 Talent Management Tool 20.3 Recruiting Brief 21 Politics: What current and new leaders need to know organizationally and personally The Change Management Playbook 22 Integration Leadership: Start here 23 Change Management: Leading through the point of inflection Tool 23.1 Alignment Workshop Tool 23.2 Change Management 24 Communication: Everything communicates Tool 24.1 Communication Planning 25 Announcement Cascade: Emotional, Direct, Indirect Tool 25.1 Announcement Cascade Tool 25.2 Press Interviews 26 Adjustments: Because you'll need them Tool 26.1 Management Cadence Prototypical Order 27 Prototypical Order Concept - Research - Investment Case - Negotiation - Deal/Due Diligence - Contract - Close - Integration - Acceleration - Next Normal - The Next Chapter About the Authors Index
Show moreAcknowledgments ix
Executive Summary xi
Part I The Strategic Playbook 1
Chapter 1 The Investment Case: The Heart of the Merger and Acquisition Leader’s Playbook 3
Tool 1.1 Investment Case 18
Chapter 2 Focus:It Drives Everything Else 19
Chapter 3 Plans: Strategy Precedes Execution 29
Tool 3.1 Situation Analysis Checklist 38
Tool 3.2 SWOT 40
Tool 3.3 Business Planning 41
Chapter 4 Innovation: A Fundamental Strategic Choice 43
Tool 4.1 BRAVE Innovation 74
Part II The Commercial Playbook 75
Chapter 5 Organic Revenue Growth: So Valuable 77
Chapter 6 Customers: From Which All New Value Flows 83
Chapter 7 Marketing and Sales: Which Every Organization Must Do 87
Tool 7.1 Purchase and Sales Funnel Management 88
Tool 7.2 Marketing Planning 90
Tool 7.3 Creative Brief 95
Tool 7.4 Strategic Selling 99
Part III The Operational Playbook 103
Chapter 8 Cost Optimization: To Free Up Resources to Fuel Commercial Growth 105
Chapter 9 Operational Excellence: Supply Chain, Distribution, Continual Improvement 111
Tool 9.1 Team Charter 122
Tool 9.2 Milestone Management 123
Chapter 10 Technology: Because All Companies Are Technology Companies Today 125
Part IV The Financial Playbook 129
The Financial Playbook 129
Chapter 11 The Deal and Due Diligence: Iteratively 131
Tool 11.1 Culture 153
Tool 11.2 Negotiating 155
Tool 11.3 Due Diligence Checklist 157
Chapter 12 Financing the Deal: The Different Options 165
Chapter 13 Further M&A: Enabling Commercial and Operational Success 171
Part V The Governance Playbook 173
Chapter 14 Regulatory: And the License to Play 175
Chapter 15 Financial Governance: Always Necessary 179
Chapter 16 The Board: And Its Multiple Roles 185
Part VI The Organizational Playbook 195
Chapter 17 Culture: The Underlying Root Cause of Nearly Every Merger’s Success or Failure 197
Chapter 18 Incentives: Show Me How They’re Paid and I’ll Tell You What They Do 223
Chapter 19 Leadership: Starting with the Core Leadership Team 227
Tool 19.1 Team and People Assessment 243
Chapter 20 People: Acquire, Develop, Encourage, Plan, Transition 245
Tool 20.1 Future Organizational Capability Planning 264
Tool 20.2 Talent Management 265
Tool 20.3 Recruiting Brief 267
Chapter 21 Politics: What Current and New Leaders Need to Know Organizationally and Personally 269
Part VII The Change Management Playbook 279
Chapter 22 Integration Leadership: Start Here 281
Chapter 23 Change Management: Leading Through the Point of Inflection 291
Tool 23.1 Alignment Workshop 303
Chapter 24 Communication: Everything Communicates 305
Tool 24.1 Communication and Presentation Planning 320
Chapter 25 Announcement Cascade: Emotional, Direct, Indirect 321
Tool 25.1 Announcement Cascade 328
Tool 25.2 Press Interviews 329
Chapter 26 Adjustments: Because You’ll Need Them 331
Tool 26.1 Management Cadence 349
Part VIII Prototypical Order 351
Chapter 27 Prototypical Order 353
About the Authors 361
Guest Contributors 365
Bibliography 367
Index 369
GEORGE B. BRADT is Chair of PrimeGenesis, helping lead the revolution in how people start new jobs. Prior to founding PrimeGenesis, George served in sales, marketing, and general management roles around the world at companies including Procter & Gamble, Coca-Cola and J.D. Power and Associates as chief executive of its Power Information Network spin-off.
JEFFREY P. PRITCHETT is Senior Managing Director and a Senior Operating Executive for Cerberus. He is a seasoned chief executive with extensive experience driving strategic initiatives and improving companies’ overall commercial, financial and operating performance. He has worked in leadership, officer, director and advisory roles for Fortune 500 companies and middle market businesses in both public and private settings.
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