The seven habits of programmatic acquirers
Decades of research show the efficacy of programmatic M&A—and our latest findings make it even more clear. Whether external conditions are favorable or challenging, programmatic acquirers continue to invest in their M&A capabilities and demonstrably outperform companies that take a less strategic approach to M&A.
Content: Article | Authors: Cathy Lian, Patrick McCurdy, Paul Daume | Source: McKinsey Quarterly | Subjects: Best Practices, Mergers & Acquisitions
The culture compass: Using early insights to guide integration planning
The huge impact of culture on M&A performance means that culture should be factored into integration planning from the start. We recommend focusing on five cultural attributes.
Content: Article | Authors: Emily O’Loughlin, Jocelyn Chao, Kameron Kordestani, Rebecca Kaetzler | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Ten Lessons from 20 Years of BCG’s M&A Report
What does it take to succeed in M&A? For the past two decades, BCG’s annual M&A reports have explored the answers to this question. One constant in our studies is an emphasis on the elements that drive genuine, long-lasting deal success.
To mark the 20th anniversary of our M&A Report, we looked back at our rich history of analyses related to deal value creation. We refreshed … [ Read more ]
Content: Article | Authors: Daniel Friedman, Dominik Degen, Georg Keienburg, Jens Kengelbach, Lianne Pot, Sönke Sievers, Tobias Söllner | Source: Boston Consulting Group (BCG) | Subjects: Best Practices, Mergers & Acquisitions
How Private Equity Has Evolved to Compete in Global M&A
PE firms have shed old skin and in recent decades become bigger, smarter, and more relevant in M&A and markets than ever before, argues a new paper co-authored by Wharton’s Paul Nary.
Content: Article | Authors: Aseem Kaul, Paul Nary, Shankar Parameshwaran | Source: Knowledge@Wharton | Subjects: Finance, Mergers & Acquisitions
How to Get Mergers and Acquisitions Right
Companies can get their M&A act right if they pick their targets wisely, avoid overstating expectations of synergies, and manage cultural dynamics correctly, says Wharton’s Emilie Feldman.
Content: Article | Authors: Emilie Feldman, Shankar Parameshwaran | Source: Knowledge@Wharton | Subject: Mergers & Acquisitions
Signing to close: using the M&A golden period to your advantage
If the time between the signing and close of M&A deals feels like it’s taking longer, it’s not just you. However, companies can use this time to their advantage. The M&A golden period provides an opportunity to prepare for the combination. In doing so, executives can better ensure a smooth transition and help the future entity be more successful.
Content: Article | Authors: Angus Hodgson, Han Liem, Pablo Morillo, Vincenzo Sposato | Source: Kearney | Subject: Mergers & Acquisitions
Post-close excellence in large-deal M&A
The most successful large-deal transactions follow four key practices during integration execution.
Content: Article | Authors: Alex Liu, Brian Dinneen, Christine Johnson | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Organization Design Will Make or Break a Deal
Only about half of companies that undergo organization design during a post-merger integration say it was successful. Leaders can flip those odds by focusing on five imperatives.
Content: Article | Authors: Daniel Friedman, Lianne Pot, Mic Rosiello, Michele Brocca, Travis Meyer | Source: Boston Consulting Group (BCG) | Subject: Mergers & Acquisitions
Take these four actions to help prepare your workforce for hypergrowth
The success of serial dealmakers depends on how well their workforces can absorb and integrate new employees. Helping people embrace change eases this challenge and supports hypergrowth better. Here are four actions you can take today to get to that goal.
Content: Article | Author: Yaarit Silverstone | Source: Accenture | Subject: Mergers & Acquisitions
Doing the Right Deals
How corporate leaders can avoid value-destroying M&A.
Content: Article | Authors: Alastair Rimmer, Gregg Nahass, Hein Marais | Source: strategy+business | Subject: Mergers & Acquisitions
How one approach to M&A is more likely to create value than all others
Two decades of research show that, while large deals still have their place, programmatic M&A strategies continue to create gains in excess total returns to shareholders, at lower levels of risk.
Content: Article | Authors: Jeff Rudnicki, Liz Wol, Patrick McCurdy, Paul Daume, Tobias Lundberg | Source: McKinsey Quarterly | Subjects: Best Practices, Mergers & Acquisitions
Talent Retention and Selection in M&A
Retaining critical talent and ensuring the right people are in key roles are essential to a successful merger.
Content: Article | Authors: Becky Kaetzler, Jocelyn Chao, Laura Lynch, Natashya Lalani | Source: McKinsey Quarterly | Subjects: Human Resources, Mergers & Acquisitions
How Serial Acquirers Retain Talent
As M&A activity heats up, new research highlights best practices for retention post-merger. The short answer? Plan to pay.
Content: Article | Authors: Claudia Poster, Kenneth Kuk, Steve Allan | Source: Chief Executive | Subject: Mergers & Acquisitions
Everybody Into the Pool
How employee transition pools can generate serious benefits for companies—and reduce job losses—during mergers and other moments of transition.
Content: Article | Authors: Brent Ross, Laura Bowen, Rodey Wing, Steven Berger | Source: Kearney | Subjects: Human Resources, Mergers & Acquisitions
Divesting with Agility
Research shows that active, efficient reallocation of resources creates better returns for companies than simply standing pat does. Here’s how to make portfolio decisions faster.
Content: Article | Authors: Anthony Luu, Obi Ezekoye | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Divesting to Win: How Organizations Create Value from Divestitures
Companies divest assets for a variety of reasons, but many miss the boat when it comes to creating value from such events. In fact, more companies lose value than create value following a divestiture. Kearney’s ongoing research focuses on what separates the value creators from the value destroyers.
Content: Article | Authors: Godfred Hansen-Nord, Jason Wehner, Robert Haas | Source: Kearney | Subject: Mergers & Acquisitions
M&A: Does Your Talent Approach Fit Your Deal?
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
How Lots of Small M&A Deals Add Up to Big Value
New research confirms that companies that regularly and systematically pursue moderately sized M&A deliver better shareholder returns than companies that don’t.
Content: Article | Authors: Andy West, Jeff Rudnicki, Kate Siegel | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
M&A Engines: Revving Up for M&A Success
Large in-house M&A teams are no longer seen as the only game in town. Leading companies are taking charge of their M&A destiny by smartly combining internal and external resources.
Content: Article | Authors: Angus Hodgson, Lieven Caboor, Robert Haas, Soon Ghee Chua | Source: Kearney | Subject: Mergers & Acquisitions
Realizing the Value of Your Merger with the Right Operating Model
Substantial changes to an operating model are often necessary to achieve an organization’s strategic objectives and deliver the promised value of a merger. Making these changes requires a thoughtful, leader-driven process to navigate the unique constraints and risks of the endeavor.
Content: Article | Authors: Caitlin Hewes, Kameron Kordestani, Olivier Rigaud, Rebecca Kaetzler | Source: McKinsey Quarterly | Subjects: Management, Mergers & Acquisitions, Organizational Behavior