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PrefaceThe Authors 1. Integration: The Real Deal-Why Deals Are Done-Integration: An Experience-Driven Skill Set-The Watson Wyatt Deal-Flow Model 2. Integration Begins with Due Diligence-Redefining the Process of Due Diligence-Due Diligence and Integration Risk Factors-Due Diligence and Organizational Culture-Due Diligence and Human Capital-Coordinating HR into the Due Diligence Process 3. Welcome to the Big Leagues of Change Management-Organizational Dynamics Created By Mergers and Acquisitions-Concepts of Change Management 4. The Merger Integration Work Streams Model-The Merger Integration Work Streams Model-Deploying the Model 5. Organizing and Involving Integration Task Forces-Establishing the Integration Infrastructure-Launching the Planning Process-Managing the Integration Process 6. Tell It Like It Is: Honest Communication-The Johari Window-Communication Models for a Merger-Knowledge Before New Skills 7. Don't Let Them Jump Ship: Retaining Your Key People-Indetifying Key People-Understanding What Motivates People-Developing and Executing an Action Plan 8. Setting the Organization Cures Many Ills: Structure and Staffing Decisions-Common Problems-Ten Principles-Fair Processes-Staffing Process Models 9. Keeping Track of Success: Merger Measurements Systems-Integration Measures-Operational Measures-Process and Cultural Measures-Financial Measures 10. "But They're So Different": Cultural Integration-Defining Organizational Culture-Discovering, Inventing, and Delivering Cultural Integration-Answering Key Questions-Sticking to the Implementation Plan-Contituous Management of Cultural Integration 11. Putting It All Together: Human Capital Integration and the Human Resources Function-The "Making Strategy Work" Function-The Competitive Advantage Model-Case Studies in Human-Capital-Related Integration 12. Keys ot M&A Success-RecommAndations for Success-Developing a Sustained M&A Capability-Avoiding "Killer" Phrases