The goal of this program is to equip participants with a strategic, value-driven approach to planning, evaluating, and executing successful Mergers & Acquisitions:

• C-Suite Executives and Senior Management involved in corporate development.
• Heads of Strategy, M&A, and Corporate Finance departments.
• Investment Bankers, Private Equity, and Venture Capital professionals.
• Legal and Financial Advisors specializing in transaction support.
• General Managers responsible for leading post-merger integration (PMI).
• Managers leading strategic alliances and joint ventures.

• Intensive case studies of major M&A transactions (success and failure).
• Group exercises in strategic target screening and due diligence priority setting.
• Workshop on synergy identification and quantification.
• Role-playing a critical post-merger integration decision scenario.
• Expert guest discussions on legal and financial structuring trends.

Unit 1: M&A as a Strategic Growth Tool

• Analyzing M&A versus organic growth and strategic alliances.
• Identifying the strategic purpose (e.g., market entry, capability acquisition, consolidation).
• Evaluating the industry landscape and competitive dynamics for M&A opportunities.
• The role of portfolio restructuring and divestitures in M&A strategy.

• Creating a clear acquisition criteria checklist aligned with corporate strategy.
• Techniques for systematic target screening and pipeline development.
• Building the internal capacity and governance structure for M&A execution.

Unit 2: Strategic and Financial Valuation

• Focusing due diligence on the strategic value drivers of the deal.
• Assessing market risk, competitive positioning, and technology fit.
• Analyzing organizational culture and leadership compatibility.
• Identifying integration challenges and "red flag" strategic risks early.

• Overview of common valuation methods (DCF, Multiples, LBO).
• Defining and quantifying financial and non-financial synergy targets.
• Testing the sensitivity of the deal valuation to key assumptions.
• Structuring the deal and understanding various payment methods (cash, stock, earn-outs).

Unit 3: Transaction Execution and Governance

• Developing a strategic negotiation plan aligned with the deal's rationale.
• Managing transaction teams (legal, financial, operational).
• Key considerations in negotiating the purchase agreement (W&I, indemnities).
• Gaining Board approval and managing stakeholder communication during the process.

Unit 4: Mastering Post-Merger Integration (PMI)

• Developing a detailed, structured PMI plan focused on value capture.
• Establishing the Integration Management Office (IMO) and its leadership.
• The critical importance of speed and making early, non-negotiable decisions.
• Managing the Day 1 and Day 100 transition checklists.

• Strategies for merging two distinct organizational cultures successfully.
• Aligning HR systems, incentive structures, and communication channels.
• Integrating core functional processes (IT, Finance, Supply Chain).
• Managing talent retention and communication with acquired employees.

Unit 5: M&A Portfolio Review and Learning

• Defining clear metrics and accountability for synergy delivery.
• Conducting post-acquisition audits and strategic reviews.
• Learning from successful and failed M&A transactions.
• Building an institutional M&A capability for future deals.