6 Posts found for Author: J. Neely

The M&A landscape has changed. Beyond market share and cost synergies, the value of M&A increasingly lies in transformation and growth.

Companies can’t afford to delay transformation for the sake of integration, as it freezes their ability to innovate while competitors surge ahead. Deal approaches need to change, allowing organizations to transform, and talent to flourish during integration.

Using deal intent as a guide, C-suite leaders can … [ Read more ]

Content: Article | Authors: J. Neely, Kristen Andrews​, Tim Good, Yaarit Silverstone | Source: Accenture | Subject: Mergers & Acquisitions

Twelve years of data shows that mergers and acquisitions that apply or enhance capabilities produce superior returns.

Content: Article | Authors: J. Neely, Joerg Krings, John Jullens | Source: strategy+business | Subject: Mergers & Acquisitions

Seven strategies for managing the unique challenges of large technology acquisitions.

Content: Article | Authors: Gregg Nahass, J. Neely, Rob Fisher | Source: strategy+business | Subject: Mergers & Acquisitions

Focusing on targets that leverage one’s capabilities provides the greatest chance of M&A success. This is the main lesson that emerges from Strategy&’s most recent study on the role of capabilities in M&A success.

Content: Article | Authors: J. Neely, Joerg Krings, John Jullens | Source: strategy+business | Subject: Mergers & Acquisitions

A new study of inorganic growth shows that deals made to enhance or leverage the things that companies do well consistently outperform others.

Content: Article | Authors: Cesare R. Mainardi, Gerald Adolph, J. Neely | Source: strategy+business | Subject: Mergers & Acquisitions

There are nine “deadly sins” that can mess up any merger. Most mergers fail at the execution stage-and execution can be fixed.

Content: Article | Authors: Gerald Adolph, J. Neely, Karla Elrod | Source: Harvard Business School (HBS) Working Knowledge