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.

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.

Post-close excellence in large-deal M&A

The most successful large-deal transactions follow four key practices during integration execution.

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.

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.

Doing the Right Deals

How corporate leaders can avoid value-destroying M&A.

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.

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.

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.

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.

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.

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.

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 ]

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.

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.

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.

The Secret Ingredient of Successful Big Deals: Organizational Health

Creating value from a merger is not easy. Acquirers that get it right start with an overlooked advantage: a healthy organization.

Eight Basic Beliefs About Capturing Value in a Merger

To maximize deal value in a merger, focus on critical principles.

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.

Seven Rules to Crack the Code on Revenue Synergies in M&A

Companies pursuing revenue synergies can’t take them for granted. Leaders need a clear grasp of where those synergies lie—and the persistence to capture them.