Mark Thomas is Associate Dean for Programmes and Associate Professor of Strategic and Management at ICN Business School, France. He has taught Corporate Strategy and Leadership at Master and Executive Education levels including the Advanced Master’s degree in Biotechnology and Pharmaceutical Management at Grenoble EM.He holds a PhD from Lancaster University Management School, UK. His research focuses on the change management process during post-merger integration. He also holds an MSc in Strategy and Management from Em-lyon, France and is a graduate of Harvard Business School.Janna Rose is a professor in People, Organizations and Society at Grenoble Ecole de Management (GEM) in France. While her teaching focuses mainly on ethics and social responsibility, as well as laboratory management and innovation, she has served as a coordinator for the Chair for Public Trust in Health and a member of the ethics board (ELSI) for EIT Health projects across Europe. Previously, she worked as a technician and manager in genomics and phytochemistry laboratories before earning degrees in Medical Anthropology (MA, Tulane University) and in Ethnobotany (PhD, Florida International University).

• Chapter 1: Introduction: Taking stock of the wave of M&As in the life sciences industry. What has the past decade taught us? Part 1: The Pre-merger Phase Chapter 2: The Art of Letting Go: Corporate Divestitures in the Bio-Pharmaceutical Industries Chapter 3: Preventive & Active takeover defense strategies in the Pharmaceutical and Biotechnology Industries Chapter 4: Merger & Acquisition trends in the Gene Therapy sector Chapter 5: Risk management in pharmaceutical and biotechnology mergers and acquisitions Part II: The Transaction Phase Chapter 6: Finding the right ‘fit’ during the M&A process Chapter 7: Exploring all options: unconventional acquirers in the healthcare sector Chapter 8: To make it or buy it: Investing in M&A or R&D as contradictory or complementary strategies in the biotech and pharma industries Chapter 9: Should governments get involved in Big Pharma Mergers & Acquisitions? Part III: The Post-Deal Integration Phase Chapter 10: A tale of two masters. Assessing the post-acquisitions management strategies of private equity firms and industrial pharmaceutical groups Chapter 11: Post-acquisition challenges in the wake of the Covid-19 pandemic in the pharmaceutical and biotech industry Chapter 12: Depth in biotech & pharma merger and acquisitions. How much should you integrate? A multi-case analysis. Chapter 13: What is the ‘right’ speed for post-acquisition integration within the pharmaceutical & biotechnology industries? Chapter 14: Conclusion: Future Perspectives in Pharmaceutical and Biotechnology mergers and acquisitions

Mark Thomas is Associate Dean for Programmes and Associate Professor of Strategic and Management at ICN Business School, France. He has taught Corporate Strategy and Leadership at Master and Executive Education levels including the Advanced Master’s degree in Biotechnology and Pharmaceutical Management at Grenoble EM.He holds a PhD from Lancaster University Management School, UK. His research focuses on the change management process during post-merger integration. He also holds an MSc in Strategy and Management from Em-lyon, France and is a graduate of Harvard Business School.Janna Rose is a professor in People, Organizations and Society at Grenoble Ecole de Management (GEM) in France. While her teaching focuses mainly on ethics and social responsibility, as well as laboratory management and innovation, she has served as a coordinator for the Chair for Public Trust in Health and a member of the ethics board (ELSI) for EIT Health projects across Europe. Previously, she worked as a technician and manager in genomics and phytochemistry laboratories before earning degrees in Medical Anthropology (MA, Tulane University) and in Ethnobotany (PhD, Florida International University).

• Chapter 1: Introduction: Taking stock of the wave of M&As in the life sciences industry. What has the past decade taught us? Part 1: The Pre-merger Phase Chapter 2: The Art of Letting Go: Corporate Divestitures in the Bio-Pharmaceutical Industries Chapter 3: Preventive & Active takeover defense strategies in the Pharmaceutical and Biotechnology Industries Chapter 4: Merger & Acquisition trends in the Gene Therapy sector Chapter 5: Risk management in pharmaceutical and biotechnology mergers and acquisitions Part II: The Transaction Phase Chapter 6: Finding the right ‘fit’ during the M&A process Chapter 7: Exploring all options: unconventional acquirers in the healthcare sector Chapter 8: To make it or buy it: Investing in M&A or R&D as contradictory or complementary strategies in the biotech and pharma industries Chapter 9: Should governments get involved in Big Pharma Mergers & Acquisitions? Part III: The Post-Deal Integration Phase Chapter 10: A tale of two masters. Assessing the post-acquisitions management strategies of private equity firms and industrial pharmaceutical groups Chapter 11: Post-acquisition challenges in the wake of the Covid-19 pandemic in the pharmaceutical and biotech industry Chapter 12: Depth in biotech & pharma merger and acquisitions. How much should you integrate? A multi-case analysis. Chapter 13: What is the ‘right’ speed for post-acquisition integration within the pharmaceutical & biotechnology industries? Chapter 14: Conclusion: Future Perspectives in Pharmaceutical and Biotechnology mergers and acquisitions

Mark Thomas is Associate Dean for Programmes and Associate Professor of Strategic and Management at ICN Business School, France. He has taught Corporate Strategy and Leadership at Master and Executive Education levels including the Advanced Master’s degree in Biotechnology and Pharmaceutical Management at Grenoble EM.He holds a PhD from Lancaster University Management School, UK. His research focuses on the change management process during post-merger integration. He also holds an MSc in Strategy and Management from Em-lyon, France and is a graduate of Harvard Business School.Janna Rose is a professor in People, Organizations and Society at Grenoble Ecole de Management (GEM) in France. While her teaching focuses mainly on ethics and social responsibility, as well as laboratory management and innovation, she has served as a coordinator for the Chair for Public Trust in Health and a member of the ethics board (ELSI) for EIT Health projects across Europe. Previously, she worked as a technician and manager in genomics and phytochemistry laboratories before earning degrees in Medical Anthropology (MA, Tulane University) and in Ethnobotany (PhD, Florida International University).

• Chapter 1: Introduction: Taking stock of the wave of M&As in the life sciences industry. What has the past decade taught us? Part 1: The Pre-merger Phase Chapter 2: The Art of Letting Go: Corporate Divestitures in the Bio-Pharmaceutical Industries Chapter 3: Preventive & Active takeover defense strategies in the Pharmaceutical and Biotechnology Industries Chapter 4: Merger & Acquisition trends in the Gene Therapy sector Chapter 5: Risk management in pharmaceutical and biotechnology mergers and acquisitions Part II: The Transaction Phase Chapter 6: Finding the right ‘fit’ during the M&A process Chapter 7: Exploring all options: unconventional acquirers in the healthcare sector Chapter 8: To make it or buy it: Investing in M&A or R&D as contradictory or complementary strategies in the biotech and pharma industries Chapter 9: Should governments get involved in Big Pharma Mergers & Acquisitions? Part III: The Post-Deal Integration Phase Chapter 10: A tale of two masters. Assessing the post-acquisitions management strategies of private equity firms and industrial pharmaceutical groups Chapter 11: Post-acquisition challenges in the wake of the Covid-19 pandemic in the pharmaceutical and biotech industry Chapter 12: Depth in biotech & pharma merger and acquisitions. How much should you integrate? A multi-case analysis. Chapter 13: What is the ‘right’ speed for post-acquisition integration within the pharmaceutical & biotechnology industries? Chapter 14: Conclusion: Future Perspectives in Pharmaceutical and Biotechnology mergers and acquisitions