11 September, 2018 | (01 hr)
Sign In to access this Webcast
With a growing economy and a rise in deal activity throughout 2018, companies are merging with one another at a rapid pace. However, not all mergers work and many acquisition strategies, even at top companies, have failed.
So, what makes an effective merger work? Gain insights from our 2018 Merger Integration Conference, where 150 M&A practitioners met to discuss what makes a winning integration strategy.
Join our panel of experts from Google and Mercer to discuss:
- How to build your HR M&A capability and preparedness
- How the right leadership and serious attention to proper cultural alignment are crucial to a successful integration strategy
- How to protect your investment by retaining and engaging key talent during the integration process
- How to effectively respond when your integration reaches an impasse or circumstances change for the worse
Who Should Attend: Business and human resource practitioners involved in the M&A landscape
Jeff Black is the North America M&A Transaction Services business leader at Mercer. Prior to this role, Jeff served as the Central Market M&A Transaction Services business leader. In addition to these leadership roles,
Jeff has provided service as an Engagement Manger in all types...Full Bio
Justin serves as Director, Corporate Development-Integration at Google. In this role he is responsible for integrating acquisitions and helping to accelerate new business ventures at Google/Alphabet. He has been involved in managing integrations, JVs and other new business incubation activities s...Full Bio
Lisa Welker-Finney is the Vice President of Human Resources for Boston Scientific Neuromodulation and Boston Scientific Canada for all divisions.
As an experienced Human Resources and Organizational Development professional, she is responsible for human resources strategy and...Full Bio
Ellen Hexter is senior advisor, enterprise risk management at The Conference Board. She has served on the faculty of The Conference Board Directors’ Institute and worked with boards to provide director training in risk management practices and the role of the board in ERM oversight.