This is part of our on-going series on how companies can build in-house competencies in mergers, acquisitions, and divestitures through cost-effective in-house training programs offered through the M&A Leadership Council.
Today’s topic: Managing a Divestiture to Success
Mergermarket has released its Global M&A roundup for Q1-Q3, including its league tables for financial advisors. Take a look at the report HERE.
A few key findings include:
Jim Jeffries recently asked me “what’s new” in the second edition of my book Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions and Alliance. I responded that, since the book’s initial publication, the role of culture in M&A has become much more widely recognized, but not in an obvious way. Recent research conducted for the new edition shows that culture—and, in particular culture clash—can be a boon or a bust
In my last blog, I pointed out the value of certainty in M&A. As increasing levels of scrutiny are applied to deal success by stakeholders, there is a requirement that growth by acquisitions become more of a core competency for active buyers just like other competitive advantages within the company. There is great value in the certainty that an acquisition will be successful. But, most are not.
I don’t know about you, but I’m looking forward to the new year already. 2013 has been a great year for the Leadership Council and our partner companies, but we could all use a little more growth in M&A, stabilization of the financial markets, economic growth and yes, world peace! Right? The M&A Leadership Council has great plans for next year as we continue to grow in knowledge and synchronize our training programs to serve all levels and stages of the M&A lifecycle.
by Jack Prouty
President of the M&A Leadership Council
One of our workshop Alumni suggested we feature a series on building in-house competencies in our monthly newsletter. In each issue we’ll emphasize one of our key workshop points as a focus for best practices or capabilities.
Understanding the concept of Deal-type DNA (introduced in my last blog, Aug 19, 2013) as a means to avoid epic integration failure is really just part of the equation. Another mission-critical aspect is based on the role of the buyer (see my blog, Aug 5, 2013). Before we can establish the integration strategy framework, we have to determine how we will create value from the acquired business. Taken together, Deal-type DNA and the buyer's
"Real Life" Success Stories, Best Practices & Case Studies