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Amazon.com Review
Five Frogs on a Log is a practical and easy-to-absorb manual for corporate leaders facing those intense periods of total transformation that seem--for better or for worse--to define today's business world. Written by Mark L. Feldman and Michael F. Spratt, both partners and managing directors of PricewaterhouseCoooper's global M&A consulting division, the book aims to help managers through the "jolts, curves, and emotional potholes" that inevitably accompany such large-scale restructuring. "The high-priced bankers and lawyers exit with the close," they write, "leaving management to confront the challenge of producing results that justify the price, the added risk, and/or the significant disruption to current operations. To complicate matters, they face what amounts to a new company and a set of unexpected demands that can easily divert them from capturing the value that drove the deal." With help from insightful illustrations and quotations from those who have been there, Feldman and Spratt build upon their basic theory--that speed is of the essence in corporate upheavals of this type--by offering pragmatic solutions for the myriad problems that invariably arise. --Howard Rothman
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From Booklist
Last summer the merger of Coopers & Lybrand and Price Waterhouse created the world's largest professional services firm. Feldman and Spratt are both directors and partners in this new firm's mergers and acquisitions consulting business. Their insights, therefore, come not only from their professional expertise but also from firsthand experience. The authors argue that most mergers and acquisitions fail because those responsible are not decisive enough and do not act fast enough to integrate what had previously been separate and distinct entities. Just as important, they do not focus on activities that create shareholder value. In their practice, Feldman and Spratt utilize a trademarked technique called "The Accelerated Transition." Here they rely on colorful characters, such as the five frogs, and folksy stories to lay out the principles behind the technique. Underneath the homespun veneer, though, lie tactics that may seem ruthless and wisdom that is anything but conventional. David Rouse
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Product details
Hardcover: 193 pages
Publisher: HarperBusiness; 1 edition (December 30, 1998)
Language: English
ISBN-10: 088730981X
ISBN-13: 978-0887309816
Product Dimensions:
6.1 x 0.8 x 9.2 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
4.3 out of 5 stars
21 customer reviews
Amazon Best Sellers Rank:
#98,398 in Books (See Top 100 in Books)
Easy to read. Well organized discussion of the difference between planning and doing as it pertains to the integration and transition of a corporate acquisition or merger.
Best book any executive could ever read! Simple, to the point, and an easy weekend read.
This is what I found useful reading the book:1. The book lets you know what to expect in M&A and Transitions.2. It lets you gain insights on economic value creation, and teaches you to focus on the bottom-line.3. It provides a clear framework for communications at different levels to different stakeholders (customers, employees, shareholders, regulators, vendors, et al.)4. It also sensitizes you to potential competitive threats during the critical period of transition.5. It virtually hands you a launch plan for transition, but with enough insights via stories and incidents that you can adapt it; and learn multidimensionally. (e.g., What would I do when two of my competitors merge?)The authors' communication is lucid, ideas are pragmatic and insightful, and the focus is on the bottom-line. READ THIS FIRST!
I have been involved with mergers and acquisitions from the Human Resources point of view for many years. This is the best and enjoyable book I have ever read on the subject. The book is funny and well thought out. A short, concise, practical way to view the M&A process. If your company is planning a merger or acquisition or is even thinking about one, read this book.
I had expected to get a dry, formulaic tome on standard business practices from a couple of long-time PWC executives. What I found in this book is actually an entertaining and deeply insightful guide to merger and acquisition integration strategy. I also found it to have actionable recommendations, and would urge anyone working on a merger or acquisition to READ THIS FIRST!
PWCoopers commissioned a study of large M&As in the mid 90s. From that they developed an analysis of what worked well and what did not. This book is an offshoot from that study. Having worked on companies that they talk about in those times, this book is right on the money. It is a pithy, concise and well documented easy to read story of deeds and misdeed (mostly those). Any CEO looking to buy or sell his company should make this a must read before they get drawn into the fray. Its is till in print and available on Amazon The examples and stories are worth the book itself. I see many of our clients still missing the mark with the basics needed form this book. Number one, know the value drivers of your business. When you come to merge : Base the transition strategy on the economic value drivers Aggressively manage communications in order to secure stakeholder support and acceptance Launch small, fast-paced, short term transition teams that will accelerate implementation of the value drivers. Align organizational roles and responsibilities to ensure clarity of direction. Build a behavior-based culture around defining events dictated by the value drivers. Select and deploy role models who support the desired culture. Link incentives directly to the creation of shareholder value.The description of value creation incentive plans is a model for many businesses including start-ups . This is a must have in your leadership library. Thanks to David Moulton for lending this to me.
This book is an excellent view of the M&A process from a very different angle. Many books cover the mechanics of the process, but this one looks at the outcomes for human beings - our most important assets. I would recommend it highly.
Feldman and Spratt advise lots of CEOs of large corporations as part of their work for PricewaterhouseCoopers (a mergerized mouthful if there ever was one), and those consulting habits show. The book is anecdotal and clever without being practical or useful, even if you're actually contemplating a merger. You will, however, learn the riddle of the five frogs on a log, which in the interest of saving time, we offer here: Five frogs are sitting on a log. Four decide to jump off. How many are left? Five. Because there's a difference between deciding and doing. "Execution," the authors tell us, "is always more difficult than it seems."Here's the lesson: Smart advice is timeless. If you do want a quick take on making effective decisions, then consider the very short chapter "The Effective Decision" in Peter Drucker's Managing the Non-profit Corporation (HarperCollins, 1990). Drucker writes sharply about the evils of reaching consensus too quickly, the dangers of not doing your homework, and the fact that decision making always involves risk taking. He also observes that "far too many decisions remain pious intentions." Even more memorable than the frog story.
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