A View from the Trenches
By Jack Prouty, President of the M&A Leadership Council
In my 30-plus years of working on mergers and acquisitions, both in corporate management and as a management consultant, I have observed two conflicting facts:
1. Project management is not a core competency in most organizations.
2. Effective project/program management is a critical success factor for effective M&A integration.
Don’t Delay Go-to-Market Decisions
By Jim Jeffries, Chairman of the M&A Leadership Council
Why do so many deal leaders seem to ignore questions about customer engagement, marketing and brand strategy? Critical revenue stabilization or upside capture tends to gain attention post close rather than during the diligence or integration planning phases.
What makes a truly effective M&A program manager? We get asked that question a lot by executives interested in hiring the best-of-the best for this important role in M&A. Frankly, we are delighted by that question because it gets at the core of a long-overlooked, often disparaged, but mission critical capability that any serious acquirer must consistently “hit out of the park” on every deal.
Global Mining Sector Absolutely Digging Barrick-Newmont Fisticuffs
Submitted by Acuris, a partner of the M&A Leadership Council
In hockey, a good fistfight can be a game changer.
The same goes for mining, where the world’s largest gold producer, Barrick Gold, got everyone’s attention with an $18 billion hostile bid for No. 2 player Newmont Mining.
Press Release - Prophet Joins the M&A Leadership Council
Submitted by M&A Leadership Council
DALLAS – March 12, 2019 – The M&A Leadership Council today announced that Prophet has joined the Council as the Growth and Brand Strategy training partner.
Divestitures: Expanding Your Tool Kit for Business Excellence
By Jim Jeffries, Chairman of the M&A Leadership Council
The “Best of Breed” companies are constantly evolving in response to market changes and competitive challenges. A key part of the constant repositioning of the business for success is making strategic acquisitions, but just as important is reassessing their existing portfolio of businesses and making smart decisions regarding divestitures and carve-outs.
Healthcare MA&D
Submitted by Acuris, a partner of the M&A Leadership Council
According to an analysis by Mergermarket, an Acuris company, the top US city for healthcare M&A is Boston. It emerged as the clear capital for the sector, with 93 Boston-based companies sold between 2015 and 2018.
Adapted from The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level, Third Edition (Jossey Bass / John Wiley) by Tim Galpin and Mark Herndon
Years ago, a mentor of mine who was an accomplished big-game trophy hunter commented, “When trophy hunting, the fun is pretty much over once you pull the trigger.” To many executives, the same could be said of M&A deals, in that it is typically easier to close a deal than to integration one.