Certified M&A Separation Associate
Your next career step starts here
Mergers and acquisitions mark decisive turning points that shape a company’s future success. The Certified M&A Integration Associate programme at Frankfurt School of Finance & Management equips participants with the skills to manage integration processes effectively after the deal is closed. The curriculum covers strategic planning of integration projects, managing cultural differences, and realising operational synergies. It is designed for professionals who not only want to accompany mergers, but actively drive them to lasting success.
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Mergers and acquisitions mark decisive turning points that shape a company’s future success. The Certified M&A Integration Associate programme at Frankfurt School of Finance & Management equips participants with the skills to manage integration processes effectively after the deal is closed. The curriculum covers strategic planning of integration projects, managing cultural differences, and realising operational synergies. It is designed for professionals who not only want to accompany mergers, but actively drive them to lasting success.
Your Benefits
Lead post-merger integrations to success by managing culture, strategy and synergies with confidence and creating long-term value after the deal.
- Be part of Germany’s # 1 Business School for Executive Education.
- Learn from industry experts with real-world experience.
- Gain a recognized certificate to boost your career profile.
- Benefit from the active international Frankfurt School community.
Advance Your Career
High-impact programs to boost your skills and network.
High-impact programs to boost your skills and network.
Target group
REGISTRATION
METHODOLOGY
CONTENTS
STRUCTURE
Carve Out Framework
After discussing complexity driver of a Carve Out, Module 1 gives an overview of the major phase and the key tasks in a Carve Out process. Module 1 also discusses the impact of the M&A process on the nature and the timing of key tasks in a Carve Out process. Further, Module 1 describes how teams of experts need to work together during a Carve Out project.
Carve Out context
- Divestment approaches
- Degree of entanglement
- Complexity driver
Carve Out process
- Blueprinting Phase
- Preparation Phase
- Execution Phase
- Operational Separation
- People Alignment
Carve Out process and divestment approach
- M&A process
- Type of buyers
- Due Diligence
- Signing
Carve Out project organization
- Teams of experts
- Project Management
- Steering Committee
- Workout
Lesson learned
Self Check
People Alignment
After describing the typical emotional reaction of employees who are part of a Carve Out, Module 2 presents communication measures to sustain organizational morale and productivity during a Carve Out process. Module 2 also presents approaches to identify, retain and motivate key people as well as to align key people’s interests with the overall objectives of a Carve Out.
The individual‘s perspective
- Feelings of uncertainty
- Change path
- Workout
- Case
- Expert statement
Communication
- Communication needs
- Communication limitations
- Communication measures
- Workout
Key people
- Carve Out’s key people
- RemainCo’s key people
- Workout
- Case
- Expert statement
- Key people’s interests
Incentives
- Monetary rewards
- Opportunities w/in the Carve Out
- Recognition experiences
- Excursus
Lesson learned
Self Check
Operational Separation
After detailing how to determine the scope of a Carve Out, Module 3 describes how to develop the target operating model of a Carve Out. Further, Module 3 discusses lead time requirements to ensure a timely Day 1 as well as the role of Transitional Services to ensure the business continuity of a Carve Out. Module 3 also discusses separation costs and dissynergies that need to be considered when carving out assets or businesses.
Scope
- Scoping guidelines
- Continuing Services
- Case
- Expert statement
- Workout
Target operating model
- Processes
- People
- Platforms
- Fit-for-purpose TOM
- Case
- Expert statement
- Workout
Separation plan
- Lead time requirements
- Example: IT separation
- Case
- Expert statement
- Workout
Transitional Services
- Transitional Service Agreement
- Delivery model
- Case
- Expert statement
- Workout
Separation costs and dissynergies
- Separation costs
- Stranded costs
- Dissynergies
Lesson learned
Self Check
STRUCTURE
Carve Out Framework
After discussing complexity driver of a Carve Out, Module 1 gives an overview of the major phase and the key tasks in a Carve Out process. Module 1 also discusses the impact of the M&A process on the nature and the timing of key tasks in a Carve Out process. Further, Module 1 describes how teams of experts need to work together during a Carve Out project.
Carve Out context
- Divestment approaches
- Degree of entanglement
- Complexity driver
Carve Out process
- Blueprinting Phase
- Preparation Phase
- Execution Phase
- Operational Separation
- People Alignment
Carve Out process and divestment approach
- M&A process
- Type of buyers
- Due Diligence
- Signing
Carve Out project organization
- Teams of experts
- Project Management
- Steering Committee
- Workout
Lesson learned
Self Check
People Alignment
After describing the typical emotional reaction of employees who are part of a Carve Out, Module 2 presents communication measures to sustain organizational morale and productivity during a Carve Out process. Module 2 also presents approaches to identify, retain and motivate key people as well as to align key people’s interests with the overall objectives of a Carve Out.
The individual‘s perspective
- Feelings of uncertainty
- Change path
- Workout
- Case
- Expert statement
Communication
- Communication needs
- Communication limitations
- Communication measures
- Workout
Key people
- Carve Out’s key people
- RemainCo’s key people
- Workout
- Case
- Expert statement
- Key people’s interests
Incentives
- Monetary rewards
- Opportunities w/in the Carve Out
- Recognition experiences
- Excursus
Lesson learned
Self Check
Operational Separation
After detailing how to determine the scope of a Carve Out, Module 3 describes how to develop the target operating model of a Carve Out. Further, Module 3 discusses lead time requirements to ensure a timely Day 1 as well as the role of Transitional Services to ensure the business continuity of a Carve Out. Module 3 also discusses separation costs and dissynergies that need to be considered when carving out assets or businesses.
Scope
- Scoping guidelines
- Continuing Services
- Case
- Expert statement
- Workout
Target operating model
- Processes
- People
- Platforms
- Fit-for-purpose TOM
- Case
- Expert statement
- Workout
Separation plan
- Lead time requirements
- Example: IT separation
- Case
- Expert statement
- Workout
Transitional Services
- Transitional Service Agreement
- Delivery model
- Case
- Expert statement
- Workout
Separation costs and dissynergies
- Separation costs
- Stranded costs
- Dissynergies
Lesson learned
Self Check
STRUCTURE
Carve Out Framework
After discussing complexity driver of a Carve Out, Module 1 gives an overview of the major phase and the key tasks in a Carve Out process. Module 1 also discusses the impact of the M&A process on the nature and the timing of key tasks in a Carve Out process. Further, Module 1 describes how teams of experts need to work together during a Carve Out project.
Carve Out context
- Divestment approaches
- Degree of entanglement
- Complexity driver
Carve Out process
- Blueprinting Phase
- Preparation Phase
- Execution Phase
- Operational Separation
- People Alignment
Carve Out process and divestment approach
- M&A process
- Type of buyers
- Due Diligence
- Signing
Carve Out project organization
- Teams of experts
- Project Management
- Steering Committee
- Workout
Lesson learned
Self Check
People Alignment
After describing the typical emotional reaction of employees who are part of a Carve Out, Module 2 presents communication measures to sustain organizational morale and productivity during a Carve Out process. Module 2 also presents approaches to identify, retain and motivate key people as well as to align key people’s interests with the overall objectives of a Carve Out.
The individual‘s perspective
- Feelings of uncertainty
- Change path
- Workout
- Case
- Expert statement
Communication
- Communication needs
- Communication limitations
- Communication measures
- Workout
Key people
- Carve Out’s key people
- RemainCo’s key people
- Workout
- Case
- Expert statement
- Key people’s interests
Incentives
- Monetary rewards
- Opportunities w/in the Carve Out
- Recognition experiences
- Excursus
Lesson learned
Self Check
Operational Separation
After detailing how to determine the scope of a Carve Out, Module 3 describes how to develop the target operating model of a Carve Out. Further, Module 3 discusses lead time requirements to ensure a timely Day 1 as well as the role of Transitional Services to ensure the business continuity of a Carve Out. Module 3 also discusses separation costs and dissynergies that need to be considered when carving out assets or businesses.
Scope
- Scoping guidelines
- Continuing Services
- Case
- Expert statement
- Workout
Target operating model
- Processes
- People
- Platforms
- Fit-for-purpose TOM
- Case
- Expert statement
- Workout
Separation plan
- Lead time requirements
- Example: IT separation
- Case
- Expert statement
- Workout
Transitional Services
- Transitional Service Agreement
- Delivery model
- Case
- Expert statement
- Workout
Separation costs and dissynergies
- Separation costs
- Stranded costs
- Dissynergies
Lesson learned
Self Check
DETAILS AND CONDITIONS
Degree
Certified M&A Separation Associate
Price
When booking 2 of our M&A online trainings, you will receieve a 10% discount. Book 3, and you will be entitled to a 20% discount.*
Those inlcude: Certified M&A Associate, Certified M&A Integration Associate, Certified M&A Separation Associate, and Certified M&A Associate (JV&A)
WE ARE HERE FOR YOU
Together, we'll find the right path for your professional development.
+49 69 154008-9302
seminare@fs.de
