Category: Mergers & Aquisitions
How The Right Phasing Can Accelerate Mergers & Acquisitions’ Success
83% of mergers and acquisitions that fail, generally fail because of i) poor strategic focus, ii) poor cultural integration, and/or iii) poor delivery of synergies
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Why You Must Enroll All The Stakeholders In A Merger or Acquisition
In a complex merger or acquisition enroll not just those signing the agreement, but all of the influencers and implementers
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Reading Between The Lines Of A Merger & Acquisition Leader’s Timeline
Mergers and acquisitions never travel in a straight line. Different leaders will need to pull from different playbooks, adjust as you learn
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CEO Leaving? Manage These Communication Essentials
CEOs leave for all sorts of reasons. Laxman Narasimhan is leaving Reckitt to become CEO of Starbucks. John Mackey is leaving Whole Foods to start a plant-based foods venture. Alan…
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Honor Technology’s Seth Sternberg On The Need To Integrate For Success In M&A
When Seth Sternberg’s Honor Technology bought Home Instead, their initial thinking was to keep the two businesses separate. They quickly realized they needed to integrate the two entities to optimize…
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How To Avoid The Three Main Derailers Of Merger And Acquisitions’ Success
Some hear merger and acquisition. Some hear Scylla and Charybdis. In either case, most get lured to their death or destruction. While the lure of Sirens was a myth, we…
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Three Key Tools To Help Direct And Support Leaders Of Mergers And Acquisitions
Mergers and acquisitions are crucibles of leadership as 83% of them fail to deliver the desired results. Those successfully directing and supporting M&A leaders clarify the objectives, plans, progress and…
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The Merger & Acquisition Leader’s Sub-Playbook #7 – Change Management
Per our earlier article on A Merger & Acquisition Leader’s Playbook For Success, avoid the traps of 1) poor strategic focus, 2) poor cultural integration and/or 3) poor delivery of synergies…
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The Merger & Acquisition Leader’s Sub-Playbook #4 – Financial
Don’t underestimate the importance of your operational, executional, and financial practices in terms of putting all your value-creating theories into practice and in freeing up the resources you need to…
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