How Diverse Growth Strategies Can Advance Digitalisation in the Insurance Industry
Provided by Willis Towers Watson & Mergermarket, Partners of M&A Leadership Council
We are delighted to introduce Willis Towers Watson's latest report investigating merger and acquisition (M&A) trends in the insurance sector, carried out in conjunction with Mergermarket, the global proprietary M&A intelligence provider ...
Q4 Index Dips Slightly But Stage is Set for Future Deals
Submitted by Baker & McKenzie
With global events remaining turbulent and unpredictable throughout Q4 2016, this quarter’s Baker McKenzie Cross-Border M&A Index dipped very slightly on the previous quarter but overall market conditions look good for long-term dealmaking...
Global M&A Deal Leaks Go Up
Submitted by Intralinks, a Partner of M&A Leadership Council
In the days leading up to a bid announcement, significant trading in the shares of the target company can indicate information is leaking about the deal. While not providing absolute confirmation of a leak...
Sixth Annual Private Equity US Forum Hosted by Markets Group
Provided by Markets Group
Markets Group will host the Sixth Annual Private Equity US Forum on March 16 and 17 in New York City. The Forum brings together the leading illiquid alternative allocators including pensions, foundations, endowments, family wealth, investment consultants ...
Global M&A Roundup for Q1-Q4 of 2016
Submitted by Mergermarket, a Partner of M&A Leadership Council
Global dealmakers were forced to navigate a sea of change during 2016, as the populist vote swept across the global political stage. Despite a series of political shockwaves, global M&A activity (17,369 deals, US$ 3.2tn) managed to reach its third highest deal value since ...
During a client engagement a few years ago, we presented the company’s executive staff with the rationale and strategy for a comprehensive process for tracking and measuring integration results. After the meeting, the vice president in charge of merger integration teased us for “messing up a pretty comfortable arrangement.” “Until now,” he explained, “our executive team and I have had a ‘don’t ask, don’t tell’ policy between us….I don’t ask what the next deal will be and they don’t ask me how this one is going.” Here’s a toast to simpler times – may the memories be pleasant.
There’s an old saying in the M&A business, “Bad planning and execution will kill a good deal every time, but the best diligence and integration will never save a bad deal.” For valid reasons, there’s so much attention placed on failure factors in due diligence and integration that the role of deal strategy in overall M&A success or failure is easy to overlook. The reality is that there are just as many strategy-related failure factors. Here’s one of the most important to be vigilant about:
Trivia question: What’s the hardest type of transaction/integration you’ve been involved with? When we survey executives around the country with this question, very often the answers include: spin-offs, carve-outs and divestitures. This may surprise many, but not if you’ve done this type of deal before. The dynamics, risks and challenges of this type of deal are unique and among the more difficult we encounter.
Let me illustrate: