You’re about to acquire or merge with another company.
Sounds like a win, until egos clash, cultures don’t align, and legal teams start circling like sharks.
This is a high-stakes simulation where one wrong move can tank the deal, or your entire reputation. Can you navigate term sheets, board politics, and integration nightmares? Welcome to the corporate battlefield.
During the simulation, you may encounter these topics and challenges as situations develop:
- Identifying strategic fit and acquisition goals
- Handling emotional founder attachments
- Deciding on asset vs. stock purchase
- Performing cultural due diligence
- Preventing key employee flight
- Prepping data rooms and NDAs
- Staging initial acquisition talks
- Handling leaks to the press
- Balancing speed and diligence
- Pushing for exclusivity clauses
- Managing board skepticism
- Calculating synergies vs. redundancies
- Evaluating antitrust risks
- Dealing with aggressive counter-offers
- Handling hostile takeover conditions
- Setting earn-outs and contingencies
- Managing third-party liability exposure
- Securing financing or equity swap
- Preparing integration task forces
- Defining post-merger leadership
- Facing shareholder pushback
- Rebranding or maintaining dual identity
- Navigating cross-border regulations
- Establishing comms strategy for employees
- Retaining customer trust through changes
- Negotiating non-compete and IP rights
- Delays from regulatory bodies
- Tech stack compatibility problems
- Private equity players entering late
- Finalizing terms under time pressure
Let’s see if you can make the merger actually work.
