Oliver Engert, Max Floetotto, Greg Gryzwa, Milind Sachdeva, Patryk Strojny
At the start of a typical integration effort, the integration team uses the deal model and due-diligence results to identify opportunities and set synergy targets. But financial due diligence is seldom deep or exhaustive enough to provide a solid foundation for maximizing value because the effort focuses on justifying the deal, not on creating value (in other words, “figure out what to pay for the … [ Read more ]
Content: Quotation | Authors: Greg Gryzwa, Max Floetotto, Milind Sachdeva, Oliver Engert, Patryk Strojny | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Eight Basic Beliefs About Capturing Value in a Merger
To maximize deal value in a merger, focus on critical principles.
Content: Article | Authors: Greg Gryzwa, Max Floetotto, Milind Sachdeva, Oliver Engert, Patryk Strojny | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Communications in Mergers: The Glue that Holds Everything Together
Structured communications are vital to clarify what comes next in a merger, separate fact from fiction, and forge success for newly combined organizations.
Content: Article | Authors: Anish Koshy, Becky Kaetzler, Kameron Kordestani, Oliver Engert | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
How the Best Acquirers Excel at Integration
The same handful of integration challenges vex companies year after year. New survey data suggest how high performers stay on top.
Content: Article | Authors: Andy West, Oliver Engert, Rebecca Doherty | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions