Category Archives: How To… articles

A variety of articles describing processes on “How To Do” and accomplish somethuing of value.

Actions Immediately after Closing the Acquisition Deal

drjohn11aBy Dr. John Psarouthakis, Executive Editor of www.BusinessThinker.com,  Founder and former CEO, JP Industries, Inc., a Fortune 500 industrial corporation

This is the 16th and last of a Series of  short articles on “HOW TO BUY THE RIGHT COMPANY”  that have been posted herein.

Once you close the deal, you need to be prepared to go in the very next morning to meet with your management team as well as your entire staff.

What you do in the first days and weeks will set the tone for your relationship with your employees for some time to come, possibly even the duration of your ownership.

Remember that the chief concerns of your employees and managers may be somewhat different than your own agenda. Employees will be concerned, first and foremost about their own job security and future with the company now that it is under new ownership.

Management shares this concern, and may also have more narrow issues facing them in their own departments, that nevertheless they may feel requires immediate attention.

An easy model to follow includes a short initial introductory meeting with management, an all-employee meeting to include all management and non-management staff, and then a third more formal meeting with management.

These meetings will set in motion the planning to carry out the three objectives of the transition: addressing your key constituencies (employees, customers, suppliers and bankers), revision of the action plan, and implementation of significant changes outlined in the plan.

Other meetings will follow in the first days and weeks, but it is essential to try to fit these first three meetings into the first day if at all possible.

As a new owner, you must be careful to listen carefully, building trust and goodwill with your new employees.

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Briefly Reviewing the Closing of the Acquisition Deal

JP Bio PhotoBy Dr. John Psarouthakis, Executive Editor of www.BusinessThinker.com,  Founder and former CEO, JP Industries, Inc., a Fortune 500 industrial corporation

This is the 15th of a Series of  short articles on “HOW TO BUY THE RIGHT COMPANY” They will be posted at one a week

Here we briefly review the closing of the Acquisition deal. The key aspect of this step is the preparation and signing of the purchase agreement and other documents needed for closing.

Beyond the legal requirements of having a purchase agreement, the preparation of the document itself is an important aspect of the due diligence process. Because of the representations and warranties a seller is obligated to vouch for, frequently, problems surface during this period that you may not otherwise uncover. For this reason, it is very important to begin work on the purchase agreement as soon as the letter of intent is signed and you begin formal due diligence.

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Lean Meetings = Lean Thinking

james-hudson-pictureJim Hudson is the founder of the Lean Expert Academy, previous partner in the Lean Leadership Institute with Jeff Liker (The Toyota Way) and Norm Bodek (Productivity Press Founder), and author of the soon to be released book, Lean 2.0: How to Dominate Your Industry Using Lea(R)n Thinking. For more details at the end of this article

One of the most impactful places you can affect as a Lean thinker, is the meeting. If you’re like me, you know that making small behavioral changes can go a long way toward shifting a person’s mindset. And because meetings touch almost every single professional in an office environment, you can have a major impact when you know how to reduce time spent in a meeting, using a small, easy-to-do pivoting shift. Here it is:

Before every meeting, have the organizer identity the exact high value adding activity that the collective group can accomplish by being together in that meeting. What will having these individuals come together, do for whatever the topic is that you are meeting around?

THIS SINGLE ACT YIELDS BIG GAINS

The basic meetings tools are still useful – an agenda, timed agenda items, meeting rules, etc. You can make major efficiency strides using those. But you will get your biggest gains with the single act of knowing what the high value add of the group is.

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