Defining Universal Components of a "Diligence Dream Team"
Contributed by Mergermarket, a Partner of M&A Leadership Council
Thorough preparation, effective team organization and clear communication are the driving factors behind successful due diligence. However, defining the universal components of a so-called “diligence dream team” is difficult as no two teams — or deals — are alike....
Fundamentals of M&A: An Excerpt from The Art of M&A Book Series
By Kenneth Smith and Alexandra Reed Lajoux
A major merger or acquisition can be a company-defining moment. On the one hand, the right business combination at the right price, with good execution, can reposition the company, accelerate profitable...
Using the Experiences of Serial Acquirers to Build a Repeatable Model
Contributed by Willis Towers Watson, a Partner of M&A Leadership Council
Last year was a standout year for mergers and acquisitions (M&As). Not only did we see some of the largest deals in history, but the M&A market showed strength and depth with records broken for both...
M&A Leadership Council a Media Partner at International Event
Presented by AVCJ and Mergermarket, a Partner of M&A Leadership Council
Chinese companies have become key players within the global M&A market. To enable participants to have better understand the opportunities and challenges in acquiring overseas assets, Mergermarket and AVCJ, Asia’s leading private equity information provider, are joining forces ...
Some Interesting M&A Data
Provided by Mergermarket, a Partner of M&A Leadership Council
Activistmonitor, a Mergermarket Group comprehensive shareholder activist platform that covers shareholder activist data and intelligence, including 13F filing analysis, has released its findings for the...
It’s time to wrap up this series on culture with a final issue highlighting a few practical suggestions for helping you win with culture during the course of a broader M&A integration effort. We will certainly move on to other important topics, but given the poor track record of dealing with culture within the M&A community, we felt compelled to do what we can to help turn this tide. This need was highlighted by the analysis we did on our survey, the State of M&A Integration Effectiveness™ 2014.
Do you know your organization’s M&A training quotient (“TQ”)? Most executives don’t. Is there any wonder why acquirer’s make the same mistakes over and over again?
“One of the most important parts of making a deal successful after you complete it is what you do before you complete it.” Is there any more tried and true due diligence and deal making success principle than this?
Before we can think about bridging from diligence to integration, we have to ensure that we launch and conduct a comprehensive and successful diligence effort with thorough traditional and strategic diligence, including early and adequate evaluation of many issues typically kicked down the road, often to the buyer’s regret!