“成功完成一项并购?这简直就像马拉松一样,上气不接下气,你根本不知道会在什么时候栽在什么坑里。”Jeff说,作为公司整合规划项目负责人,他有一肚子的苦水。“从董事会到谈判团队,再到我,再到各个部门管理人员,工作棒传来传去,跑偏的、掉棒的,前面一脚刹车,后面就能堵上半里地。”如果采取并行的方式,实质上的工作交叠并且不断地前后参照,情况会如何?由一个大型团队处理并购的各个阶段,每个团队成员都能与其他团队成员或企业内部人士定期进行自如的沟通,在并购的四个基本阶段中提供协助。 “Successful completion of a merger? It’s almost like a marathon, out of breath, you do not know at what time planted in the pit. ” Jeff said, as the company integration planning project leader, he Have a belly bitter water. “From the board of directors to the negotiating team, to me, and then to the department managers, the work is well received, off-track, out of the stick, the front of the brake, the back can block a half-mile. ” What if, in parallel, substantive work overlap and constant cross-references, each of the team members is able to work on a regular basis with other team members or insiders at all stages of a M & A process by a large team Communicate and assist in the four basic phases of M & A.