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Managing Strategic Alliances and Acquisitions |
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In these turbulent times of global competition and industry structural change brought about by de-regulation and technological shifts, firms are looking beyond their own boundaries to access resources and capabilities. A record number of alliances and acquisitions are making headlines and prompting questions about which ones will ultimately create value and which ones will end up destroying it.
Acquisitions are frequent across all industries. These transactions create new opportunities for managers to create competitive advantage. They also can create great disadvantage if managers do not develop and adhere to a highly disciplined strategy of adding value from day one and implementing a plan for future growth.
Acquisitions and alliances bring with them stress for the organizations and their employees. They affect the jobs of all concerned, not just senior management. With the likelihood that employees will experience at least one alliance or acquisition during their work life, top managers need to equip themselves with alliance and/or acquisition negotiation skills and post alliance and/or acquisition management skills.
In this course, I provide a set of tools for superior strategic analysis to identify and manage such transactions effectively. I also develop negotiation skills, and then explore how firms manage the organizational challenges of these transactions. I conclude by articulating the key elements of alliance and acquisition management capability.
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