By Andreas Freitag
As a primary step in the direction of employing company structure administration (EAM) in Mergers and Acquisitions (M&A), Andreas Freitag investigates the end-to-end applicability of industrial services within the M&A technique of a company customer association. corporations nonetheless fight to control M&A successfully. an important variety of merger initiatives don't achieve the anticipated targets or fail thoroughly. for that reason, businesses try to enhance their M&A power through developing the mandatory talents, association, strategies and strategies. EAM is an method for company and IT making plans, promising to give a contribution to the luck of commercial transformation demanding situations corresponding to M&A. company strength types are a necessary portion of a state-of-the-art EAM method. they're often used as a place to begin to paintings collaboratively with enterprise and IT stakeholders.
- Overview on cutting-edge of EA administration within the context of M&A
- A theoretical origin for company capabilities
- Understanding the company patron state of affairs and the company consumer M&A process
- Application of industrial features within the M&A process
- Researchers and scholars within the box of industrial transformation, info platforms, and informatics
- Practitioners within the box of Business/IT administration, company structure, M&A, and Post-Merger Integration
About the Author
Andreas Freitag accomplished his doctoral thesis on the division of Informatics, Technische Universität München, less than the supervision of Prof. Dr. Florian Matthes.
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Extra info for Applying Business Capabilities in a Corporate Buyer M&A Process
G. [GS09, Ja08, LM02, Wi06b]. M&A can be seen as a generic term for transactions that include the transfer of management and supervisory authority [LM02]. Therefore, it may be applied for mergers and acquisitions as long as the di erences between both do not impede research results. Being aware of M&A being a very broad topic and that there are considerable di erences between mergers and acquisitions, this work does not elaborate on these aspects in detail. As the scope of this work is the applicability of business capability models in a concrete corporate buyer scenario, the focus is laid on providing the foundation to de ne this scenario.
Penzel and Pietig [PP00] published a book labeled the \Merger Guide" containing experiences from bank mergers. The authors explicitly take IT into account as one dimension in the overall M&A process. They spend a dedicated chapter dealing with IT during M&A. Besides pointing out relevant system integration strategies, system transition plans, and a layer model of a bank’s system architecture, the work also considers data migration and the shutdown of obsolete systems. 8 IT Integration Strategies A transaction may not succeed if IT planning is inappropriate or not aligned with the overall integration strategy, since appropriate IT support is essential for business operation [RS99, SJR96].
Ja08, LM02, Pi08b, Wi06b]) structures the participants of an M&A into three groups: the buyer organization, the target enterprise, and external participants. To make the M&A process successful, it is essential to balance the diverging or con icting goals and concerns among the participants between both enterprises and within the groups in each enterprise [LM02, Me06]. 2) [GSV06, Lu02]. Therefore, appropriate governance is critical to success since it de nes decision rights, accountability, communication lines, and escalation paths to direct participants during the integration.
Applying Business Capabilities in a Corporate Buyer M&A Process by Andreas Freitag