Success Can Require Counterintuitive Practices
By Jim Jeffries, Chairman at M&A Leadership Council
There’s nothing like the emotional rush of having a high-risk investment pay off. That’s especially true with M&A. You’ve labored over negotiations, executed due diligence; and now you are the proud owner of a new business.
Hidden Data Within My Organization
Submitted by BDO, a partner of M&A Leadership Council
Data volumes continue to grow despite efforts to reduce digital footprints across the organization. Wherever you look, every part of your organization stores data. Do you know where your EU personal data resides? Can you easily find it, correct it, provide a copy of it to a data subject, or even delete it?
M&A Positions Available
Submitted by M&A Leadership Council Talent Services Division
Are you looking to expand your M&A knowledge base? Our partner, M&A Partners have several positions open. Take a look and see if you are right for the job!
Global M&A Roundup for Q1
Submitted by MergerMarket/Acuris, a partner of the M&A Leadership Council
Mergermarket, an Acuris company, has released its Global M&A roundup for the first quarter (Q1) of 2018, including its league tables of financial advisors, and it’s very promising! The extraordinary surge in dealmaking seen at the end of 2017 has carried through into 2018 as global M&A hit its highest Q1 value on Mergermarket record (since 2001)
Willis Towers Watson recently analyzed data from 225 cyber insurance claims it reported on behalf of clients in 2017. The resulting Reported Claims Index revealed that HR leaders must take an active role in cyber security: 58% of claims last year were directly attributable to employee negligence and/or malfeasance.
Even if the near-term changes will be relatively minor, your message needs to be, "There will be change within both organizations. We will effectively communicate changes and be smart about it, etc." Effective mergers and acquisitions are all about managing people through the change process.
Time and again, research demonstrates that effective culture assessment and management drive better integration results. Yet most organizations fail to sufficiently address culture, leaving them vulnerable to deal value erosion. By incorporating culture assessment into every phase of the M&A deal cycle, your organization can maximize deal value by choosing Targets more effectively. The earlier companies identify cultural issues that might impact valuation, the earlier they can mitigate or eliminate issues and design appropriate solutions.
Two upcoming forums hosted by Mergermarket will dive into the latest developments in M&A, along with providing a platform to meet with industry leaders.