Preface Acknowledgements Introduction Why focus on the post-acquisition phase? The context: record levels of acquisition activity Large numbers of acquisitions fail Pre-acquisition factors are poor predictors of post-acquisition performance Post-acquisition management is the key to making acquisitions work, but it is poorly understood Summary Why may there be problems in the post-acquisition phase? Introduction The acquisition process Focusing on the deal The gap in the acquisition process Post-acquisition reality The acquisition is not as expected Internal obstacles to post-acquisition management Reasons for internal obstacles to post-acquisition management External pressures on post-acquisition management Summary Selecting an appropriate post-acquisition style Introduction Strategic fit and implementation Factors affecting strategic fit Tension between strategic and organisational fit Key dimensions in acquisition integration Which style of post-acquisition integration is appropriate? Acquisition styles, occurrence and success Summary Taking charge of the new acquisition Introduction Pre-signing preparation Pre-completion preparation Taking charge Summary What to change in different acquisition styles? Prioritising changes Who should manage the acquired company? Milestones in each acquisition style Isolation acquisitions Maintenance acquisitions Subjugation acquisitions Collaborative acquisitions The nature of the managerial challenge Not-for-Profit mergers Introduction Reasons for post-merger difficulties in NFP organisations Difficulties in NFP mergers Mergers in higher education Summary Postscript Appendix: A senior manager's working checklist for practical implementation Bibliography Index