Change management: Managing organisational transitions during mergers, acquisitions and restructuring – Webinar 2026

HRD Corp Claimable Course (T&C applies*)
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Webinar sessions:
9:00am - 12:00pm
2:00pm - 5:00pm

Mergers, acquisitions and restructuring events are among the most financially and organisationally disruptive experiences a business will face. Study after study shows that most M&A deals fail to deliver their promised value - and the leading cause isn't flawed deal logic, it's poor change management during integration. This webinar gives mid- to senior-level finance executives a practical, case-study not just surviving organisational transitions. Learners will explore why deals destroy value, how people and culture actually behave under transition stress and what finance-specific tools exist to manage integration, restructuring and workforce transitions with discipline and credibility.

Key topics covered:

Module 1: Why Change Management Is the Real Deal-Breaker

• The statistics on M&A value destruction; why finance-led deal logic isn't enough; the cost of ignoring the human side
• Case studies: AOL–Time Warner (culture collision, value destruction); DaimlerChrysler (""merger of equals"" that wasn't)

Module 2: The Human Side of Transition

• The change curve applied to M&A and restructuring; stakeholder resistance mapping; why rational deals meet irrational resistance
• Case studies: Disney–Pixar (culture-preserving integration); Quaker Oats–Snapple (culture mismatch and value collapse)

Module 3: Leading Communication Through Deal Uncertainty

• Communication cascade design for pre-close, close, and integration phases; managing the finance narrative under NDA constraints; board and investor messaging
• Case study: LVMH–Tiffany (managing a hostile-to-friendly transition narrative

Module 4: Financial Integration & Synergy Realisation

• Post-merger integration (PMI) workstreams; synergy tracking and governance; the finance function's role as the ""truth-teller"" of integration progress
• Case study: Kraft–Heinz (aggressive synergy targets and the long-term cost)

Module 5: Restructuring & Workforce Transition

• Redundancy and restructuring planning; retaining critical talent during uncertainty; managing culture clash across integrating entities
• Case study: HP–Compaq (culture clash and execution risk in a ""merger of equals"")

Module 6: Governance, Risk and Compliance During Transition

• Board and audit committee reporting during integration; internal controls continuity risk; regulatory and disclosure considerations relevant to finance leaders
• Case study: A governance-failure restructuring scenario and lessons for finance oversight

Module 7: Building Your Change Management Toolkit

• Practical takeaway framework (Plan–Communicate–Execute–Monitor– Adapt) adapted for M&A/restructuring; applied breakout exercise

Presenter:

Ravindran Navaratnam FCPA (Aust.)

Ravi Navaratnam is the Executive Vice President of Minconsult Sdn Bhd., an Engineering and project advisory Firm. In this capacity, he supervises general management, participates in business strategy and development of overall operations, in addition to specialization in project advisory assignments. He has had over 25 years of work experience in the fields of investment banking, corporate and project finance as well as in general management, including with Kleinwort Benson Ltd, Petronas Bhd., KYM Holdings Bhd. and Malaysian Helicopter Services Bhd.