Why do the majority of M&A transactions fail to provide the benefits that companies predict or expect? How do you formulate and execute an M&A strategy that creates real value for your organization? Stanford's Mergers and Acquisitions program tackles the entire M&A process from beginning to end, combining an interdisciplinary curriculum with a hands-on, week-long team simulation project.
Paul L. and Phyllis Wattis Professor of Management at Stanford Graduate School of Business. He specializes in financial accounting and its interactions with the capital markets. Specifically, his research looks at the determinants and outcomes of corporate discretionary disclosures, with particular emphasis on managerial incentives to manage expectations of future firm performance. These incentives are attributable to financial transactions such as M&A and other corporate restructuring, as well as executive compensation plans.
Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations; Affiliated Faculty, Woods Institute for the Environment at Stanford; Codirector of the Executive Program in Strategy and Organization
The Mizuho Financial Group Professor of Finance
Adams Distinguished Professor of Management; Director of the Managing Teams for Innovation and Success Executive Program; Director of the Influence and Negotiation Strategies Executive Program; Codirector of the Executive Program for Women Leaders
Atholl McBean Professor of Organizational Behavior and Human Resources; Professor of Sociology (by courtesy), School of Humanities and Sciences; Academic Director, Stanford Innovation and Entrepreneurship Certificate; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer-Focused Innovation Executive Program
Professor of Finance; Director of The Emerging CFO: Strategic Financial Leadership Executive Program; Dhirubhai Ambani Faculty Fellow in Entrepreneurship for 2014-2015
Mergers and Acquisitions will help you:
M&A TEAM SIMULATION PROJECT
The M&A team simulation proprietary project spans the entire week of the program, and provides hands-on experience with all aspects of an M&A deal, giving you the opportunity to implement the tools acquired throughout the week. At the end of the week, teams will present their decisions and outcomes to share their learning.
NEGOTIATION: GETTING (MORE OF) WHAT YOU WANT
The process of negotiation requires an understanding of both the negotiator's and counterpart's interests and preferences. But many negotiators do not give sufficient consideration to identifying what they want. And, many more negotiators do not have sufficient insight into the perspectives of their counterparts to put forward value-creating proposals. This session will explore strategies to follow and pitfalls to avoid, enabling negotiators to get more of what they want out of negotiations by improving the quality of their planning and preparation processes.
M&A TAX PLANNING
Deciding on a particular structure for an M&A deal can have major income tax implications for both the buyer and seller, which is why it's imperative that even nonfinancial executives understand the fundamentals of successful M&A tax planning. During two class sessions, you will gain familiarity with several basic tax structures for M&A deals, understand the circumstances under which particular structures are more favorable, and recognize how a carefully planned tax strategy can help maximize the potential value of a particular deal.
POST-MERGER INTEGRATION
Before an M&A deal is done, the planning of successfully integrating and managing the newly combined organization should be well underway. Using research and business cases as references, you will analyze and discuss the structural, cultural, and social implications of combining organizations. You'll identify the core components of a post-merger integration model to capture and deliver the potential value of merger opportunities and learn practical tools for cultural integration.
Mergers and Acquisitions requires no prior M&A experience. It’s specifically designed for:
M&A TEAM SIMULATION PROJECT
The M&A team simulation project has been designed around the unique needs of executive-level participants. This Stanford GSB proprietary project spans the entire week of the program, and provides hands-on experience with all aspects of an M&A deal, giving you the opportunity to implement the tools acquired throughout the week. At the end of the week, teams will present their decisions and outcomes to share their learning.
