Employees' Choices vs. Leadership's Expectations
by Moira Donoghue, 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"
Employers typically believe they understand what motivates employees to feel and behave in certain ways. Sometimes they are right. But during periods of significant change – such as during an acquisition – those beliefs may turn out to be unfounded and the employer is left with some unpleasant surprises and confusion about how to mitigate them.
Liquid Change - A New Mindset and Approach
by Tyler Durham, Partner & Managing Director, Ketchum Change
The world needs a fresh approach for leading change, shaping culture and communicating effectively. New technologies, new generations, new markets, new competitive threats and entire new ways of work demand new solutions. We call this new mindset and approach Liquid Changesm – a critical strategy to help leaders, teams and organizations thrive in a world of constant, fluid change.
PART II: Finding and Capturing Value in Consolidating Industries
by Ken Smith, Author and Strategy Consultant
In Part I (M&A Monthly / February 2015) we outlined the reasons why industries consolidate, the drivers of consolidation and how winners can anticipate and lead consolidation. Part II examines the specific sources of value, why value so often transfers to the seller, and how to capture value as a buyer.
3 Important Insights from Crowe Horwath's Valuation Services Leader
Contributed by Crowe Horwath LLP
Companies looking to seize opportunities in the booming mergers and acquisitions (M&A) market need to be fully prepared to face the rigors of the valuation process. Crowe Horwath LLP Valuation Services Leader Mary Ann Travers recently sat down with The Deal to discuss how organizations of different sizes are preparing for valuations and to offer insights on:
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.
Does Your Organization Have the Knowledge, Experience and Tools for Speed, Synergies and Stability?
by Jim Jeffries, Chairman, M&A Leadership Council
The model below, provided by M&A Partners (one of the professional services companies in the M&A Leadership Council), is a great way to graphically display the overarching requirements for successful M&A Integration. This is one of the models we provide to our attendees at our events and I believe it should be considered by everyone in M&A for its simplicity and completeness.