Five Frogs on a Log: A CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions & Gut Wrenching Change


Written by Mark L. Feldman and Michael F. Spratt of PricewaterhouseCoopers, Five Frogs on a Log offers readers an entertaining and no-nonsense field guide to the mergers and acquisitions jungle, packed with insight and instruction for executing corporate change and capturing shareholder value. Whether you're buying another company or acquiring a new vision of the future, this book proffers an unconventional perspective and a practical, readily accessible set of solutions to the single greatest challenge facing today's managers: executing rapid transitions in mergers, acquisitions and gut wrenching change.
"In a world filled with consultants and consultant-speak, Mark L.Feldman and Michael F. Spratt cut through the clutter, get to the root of this issues, and clearly lay out a map through the transition mine field in an entertaining and understandable way. Five Frogs on a Log is filled with interesting and fully appropriate anecdoted that drive home their many valuable insights to successful transition." Thomas T. Stallkamp, President, Chrysler Corporation
"Five Frogs on a Log is a must read for any senior executive contemplating the prospect of acquiring or being acquired....The light-hearted style and fictional accounts of merger events makes the material an engaging read." Charles M. Geschke, President and Chairman of the Board, Adobe Systems Incorporated
"Here is a compendious guide to the jungle of change management. Think of it as snake boots and snake serum. Don't go into the undergrowth without it." John Varley, Chief Executive, Retail Financial Services, Barclays Bank PLC
"Mark Feldman and Michael Spratt have spent fifteen years advising the world's largest, most panic-stricken companies on the implementation of mergers and acquisitions. They have condensed that experience into a book as full of wit as it is in wisdom." John Makinson, group Finance Director, Pearson PLC
"We've had first hand experience with these concepts and processes...and they work! Any executive comtemplating a merger or acquisition should read this first....even before talking to the investment banker. These are practical, executable methods that can capture the value of the ocmbiantion as quickly as possible." Dick Moeller, Chairman of the Board, VTEL Corporation.

MARK L. FELDMAN, Ph.D., is a partner and managing director of PricewaterhouseCoopers' global mergers and acquisitions consulting business - The Accelerated Transition. He provides strategic advisory services in accelrating the capture of sustained economic value from mergers, acquisitions and joint ventures. He has twenty years of international consulting experience with many of those years spent in the Asia-Pacific region. He has published many articles and is a frequently quoted speaker who has addressed audiences throughout the world.
MICHAEL F. SPRATT, Ph.D., is also a partner and managing director in PricewaterhouseCoopers' global mergers and acquisitions consulting business. He provides strategic advisory services, specializing in companies undergoing dramatic change. He has eighteen years of international consulting experience and nine years of expereince in production management and business planning in the semiconductor and instrumentation industry. He has published numerous articles on transition management, value driver analysis, and value creation incentive plans. He has addressed audiences throughout the United States and is a popular speaker on cahnge and transition.
Introduction: The Salado River
Opportunity Lost: The Dealmakers' Nightmare
The Ugly Truth: Deciding is Easy, Executing is Hard
More Ugly Truth: Why Performance Deteriorates
The Law of the Band Aid: The Need for Accelerated Transition
260 Priorities: Economic Value Creation
Windshield Watching in Seattle: Early Communication and Stability
No Secrets, No Surprises, No Hype, No Empty Promises: Connecting with Your Stakeholders
Five Frogs on a Log: Launching Transition Teams
Acute Structural Anxiety: Organizational Structure and Role Clarity
The Two-and-a-Half-Ton-Truck: Policies and Practices
The Ultimate Scapegoat: Unconventional Advice About Culture
The Blind Man's Dog: Value Creation Incentives
The North Bank