11 October 2010 Interactive workshop in conjunction with

According to most research, between 50% and 80% of mergers and acquisitions "fail". In most cases it is not the idea or the numbers that were to blame but lack of planning and ill thought-through execution.

In this highly-participative workshop, we explored:

- What advance analysis can we do to allow the integration process to start as early as possible, even before closure?
- How should integration teams be structured and what environmental is needed for them to be successful?
- What are the key criteria for selecting members of the integration teams?
- If there can be over 1,100 steps in a fully-developed integration plan, how do merging businesses maintain focus on
  the critical issues?  And what really matters in the important areas of People and Finance?

Workshop leaders included:

	Michael Kaltz Michael is Managing Director of Curzon Interim, with over 20 years experience as an HR and Change consultant who has been deeply involved in managing the people-side of several acquisitions and has, himself, lived through a major merger.
	Paul Siegenthaler After 16 years leading business integrations and turnarounds globally for a FTSE 100, Paul now works independently, focussing solely on broad scale international mergers and acquisitions, covering private-equity owned businesses as well as major quoted organisations.  He is the author of the recently published and acclaimed "Perfect M&As, the art of business integration" Curzon Interim is delighted to offer all workshop participants a copy of Paul's book
	John Yates John spent over 25 years in international businesses ranging from construction, oil and gas to technology and telecommunications. During this time he was involved in cross border mergers and acquisitions and experienced both the benefits of well thought out mergers and the pitfalls of poorly thought out mergers. He is now an interim finance director who lectures part-time on finance in a government sponsored Business Accelerator programme.