Training Session: Best Practices, Tools & Techniques for Each Phase of the Planning and Managing of an M&A Integration
The true value of an acquisition is not achieved when you close the deal, but when you complete it. Today, as in the past, 70% of M&As fail to deliver the shareholder value promised. There is no justification for this high failure rate. By focusing on both the art and the science of effective M&A integration, companies can “stack the deck for success.”
Element 1 in the S3 Guidance Model: Synergies
by Jim Jeffries, Chairman, M&A Leadership Council
Corporate Review: "Building Internal M&A Capabilities"
Mark Herndon, President of M&A Partners, Interviewed on Fox Business Network
Seeking to Fill M&A Positions
The M&A Leadership Council is routinely asked to refer experienced independent or boutique consultants and project contractors for a variety of general M&A, due diligence and integration assignments. Typical assignments are with Fortune 500 or upper mid-market acquirers with active or pending opportunities. Currently, the following prospective, project-based opportunities are being sourced.
Challenges Every Leader Faces in M&A
by Moira Donoghue, who is a former Partner and Global Strategic Adviser in the M&A practice at Mercer, and Key Presenter at "The Art of People Leadership in M&A: Managing Talent, Culture & Change for Deal Success"
Despite years of evidence from research and the lessons of low-performing acquisitions, many still fail to capitalize on the richest resource available to an acquirer – its people. Why does this still happen?