Strategic Mergers and Acquisitions in 2020's
Best M&A Practices for the Next Decade
The Mergers and Acquisitions program gives you a structured understanding of the M&A process and equips you with the tools and skills you need for succeeding in each phase of the process.
The program focuses on M&A as a means to implement company strategy and deepens participants’ understanding of different phases of the process from the M&A strategy and deal phase to post-merger integration and leading change. The program also provides a solid foundation for divestments or other separations.
The program will add significantly to your ability to perform and contribute when participating in any phase of the M&A process. You will learn the latest knowledge and best practices from the leading experts in the field, which you can share with your organization.
During this program, you will learn how to make your organization better prepared for M&A in the changing business and technology landscape. You will learn to identify and use the right tools for each phase of the M&A process. You will enhance your organization’s chance of smart acquisitions, successful integrations, and continued business success.
The Mergers and Acquisitions program is for companies applying or investigating acquisitions as a part of their strategy to expand or to acquire new capabilities. The program is also suitable for companies that are applying or investigating divestments as part of their strategy.
The program is designed for executive and management team members participating now or in the future in an M&A process. Managers and experts from the CFO’s office, strategic development, HR and others will also find this program very valuable.
Contents and Schedule
The program will be taught through a mix of lectures, exercises and case discussions.
Industry guest speakers are invited to the program to share their experiences and learnings on M&A process and integration.
Marcus Alexander is Adjunct Professor of Strategy and Entrepreneurship at London Business School. He is also a Visiting Professor at the Vlerick Business School in Belgium and a Fellow of the Ashridge Strategic Management Centre in London.
He was an Associate Fellow at Oxford University and contributes regularly to courses at the Danish Technical University and The Stockholm School of Economics.
Professor Alexander is an expert in group-level strategy and the role of the corporate center; managing globally; strategy process, innovation and execution; and mergers, acquisitions, and alliances. He has authored many articles and books (including 3 Harvard Business Review articles).
Alexander worked as a strategy consultant at the Boston Consulting Group in London, Boston, Spain, and Australia. He then co-founded a company that he subsequently sold to an advertising agency, before moving into a more academic career. He continues to carry out consulting assignments, working primarily as a facilitator and ‘Business Counsel’ to senior management teams. Over the last 30 years he has also worked with over 50 Group CEOs around the world.
Alexander has been a non-executive director of 9 companies in 5 different countries, and a trustee of 2 charities.
Eero Vaara is a Professor of Organization and Management at Aalto University School of Business, and he is also a permanent Visiting Professor at EMLYON Business School, France, and a Distinguished Visiting Scholar at Lancaster University, UK.
Professor Vaara has a PhD in Economics from the Helsinki School of Economics and MSc degrees from Helsinki University of Technology and Helsinki School of Economics. Eero Vaara’s research interests focus on organizational, strategic and institutional change, strategic practices and processes, multinational corporations and globalization, and methodological and philosophical issues. He is generally regarded as one of the world’s leading scholars in postmerger integration. His research has been published in the very leading journals of the field, and he has authored several books. He is now serving as an Associate Editor of Academy of Management Journal.
Sami Torstila is Associate Professor of Finance at Aalto University School of Business.
Sami Torstila specializes in corporate finance, mergers and acquisitions and managerial finance.
Torstila is Associate Professor of Finance at Aalto University School of Business. He is also an Associate Partner at Nordic Adviser Group advising his clients in projects related to mergers & acquisitions and investment strategy.
From 2009 to 2010, Sami was visiting scholar at Haas School of Business, UC Berkeley, and from 1996 to 1997 investment banking analyst at Goldman Sachs in London. At Goldman, he worked with mergers and acquisitions as well as equity and debt offerings.
Sami received a D.Sc. degree in Finance in 2000 and an M.Sc. degree in Finance with honors in 1996, both from Helsinki School of Economics. He also holds an LL.M. degree with a specialization in Tax Law from the University of Helsinki.
Debbie Wrench leads the Swedish Post Merger Integration team. Wrench has over 15 years of experience in working on mergers, integrations and separations. Wrench has hands-on experience of planning and implementing integrations and separations in the UK, USA, Europe and Chile.
Wrench has worked on over 20 integration/separation assignments. She has experience as both an advisor to clients on their integration/separation strategy and approach as well as having first-hand experience of identifying and delivering synergies as a Senior Manager in Industry.
Partner M&A, Castrén & Snellman
I am a partner in Castrén & Snellman's M&A team and a member of our board and management team. I have worked within M&A for almost 20 years and been involved in some 300 transactions, most with a cross-border element.
I am often consulted for strategic M&A advice, and take a particular interest in the possibilities and risks climate change and constantly changing regulation bring for future businesses and investors. I regularly work on deals for both domestic and international clients in a variety of industries—the financial, insurance and health care industries, to name a few—and have also been involved in several major energy, renewables and infrastructure transactions on the Nordic market.
Tapio Koivumäki is Leader of Operational M&A Advisory in Finland, including integration, separation and operational due diligence services for corporate and private equity clients.
Koivumäki has worked on numerous complex deals over the last 10 years in TMT, E&R, IP&S, Chemicals, Security, Insurance and Food industries. He is experienced in top management advisory, programme blueprinting, synergy and milestone development, Day1 readiness checks, TSA development, execution support, and synergy and separation reviews.
Koivumäki holds M.Sc. (Econ) and CEMS MIM from Helsinki School of Economics.
Marko Pöllänen is Partner and the leader of Deloitte’s Transaction Services team in Finland and he is specialized in M&A advisory including financial due diligence engagements in both buy-side and sell-side transactions.
Pöllänen has long experience from developing strategy, executing M&A transactions and valuation projects. Pöllänen has led several diligence projects to both corporate and PE clients. His clients include both domestic and international companies of all sizes.
Tomi Merenheimo is the managing partner of Magnusson in Finland and the Chairman of Magnusson International.
He is a former managing director of a top 10 Finnish law firm and was previously Vice President of Legal Affairs and Investor Relations at a major Finnish-listed technology company and licensed telecommunications operator.
Tomi focuses on contract law, mergers and acquisitions, employment issues and technology. He has solid experience in leading transaction processes and the integration of acquired businesses, with experience of well over 300 M&A cases. Tomi’s area of specialization is the management of cross-border transactions, typically including several jurisdictions. Tomi has many board positions in different industries and he is well known for his business-minded approach and skills to find alternatives and solutions in difficult situations.
Cultural Change in Corporate Mergers Requires Communication, a Lot of Legwork, and an Impartial Appr...