The Art of M&A® / Due Diligence: Precedent Transactions Analysis
An excerpt from The Art of M&A, Fifth Edition: A Merger, Acquisition, and Buyout Guide by Alexandra Reed Lajoux
Unfortunately, there are some limitations to using comparable transactions to estimate the value of a target. Here again, precedent transactions share several of these disadvantages with their comparable company brethren.
The Art of M&A® / Integration
An excerpt from The Art of M&A, Fifth Edition: A Merger, Acquisition and Buyout Guide by Alexandra Reed Lajoux
What are the Essential IT Items to Focus on for Day 1 - Day 100 as Key Milestones? The first 90 to 100 days of any deal are critical. First, this period sets the tone for the new entity—for culture, for employees, and for speed to combine the two entities.
A Case for the Diligence Management Office
Co-written by Mark Juergens, Senior Partner, M&A Partners, and Mark Herndon, Chairman Emeritus, M&A Leadership Council
While most organizations have adopted the Integration Management Office (IMO) as an essential best practice, few organizations consistently apply the same discipline and rigor to due diligence.
What Gets Measured is What Gets Done
by Jack Prouty, Past President, M&A Leadership Council
In our popular training course, “The Art of M&A® for Integration Leaders,” we state that the ultimate measure of overall M&A success is whether you increased shareholder value or not. While this is the bottom-line measure after the integration is completed, you....
Insights & Advice: An Interview with Two Experts
By Mark Herndon, Chairman Emeritus, M&A Leadership Council
Cybersecurity and IT due diligence has become one of the most challenging, and also one of the most critical areas of due diligence in any environment. The risks of brand damage, customer churn, and substantial costs have brought this topic to the forefront in.......
It Is Up To You to Stack the Deck
By Mark Herndon, Chairman Emeritus, M&A Leadership Council
Integration is tough. There are no formulas. No cookie-cutter patterns. Seldom a simple solution. But as my friend and President Emeritus of the M&A Leadership Council, Jack Prouty, says – there is a way you can “stack the deck for success.”
Why do so many divestitures fail to live up to their potential value? Transition Services Agreements (TSAs) often get overlooked or pushed off until far too late in the transaction. Yet a solid TSA certainly preserves deal value, especially in these three scenarios.
By Mark Herndon, Chairman, M&A Leadership Council
Most companies still struggle with culture and employee experience (EX) during M&A.
Actions originally intended to empower and align employees more typically come across as haphazard, ill-conceived, or poorly...