Available M&A Positions
Submitted by Talent Servies of M&A Leadership Council
This key role provides the principal thought leadership and services delivery leadership with both the Client staff and other consulting team resources assigned to each project. Reporting directly to the Client executive staff and internal integration leader, this role demands broad and deep expertise ...
Building Momentum: US M&A in 2016
Submitted by MergerMarket, a Partner of M&A Leadership Council
After a slow start and several challenges, American M&A thrived as the year closed— 2017 could be explosive for dealmaking. A recent report by White & Case and Mergermarket, Building Momentum: US M&A in 2016, reveals US M&A momentum is expected to continue building ...
My friend and colleague, Jack Prouty, President of the M&A Leadership Council, has diagnosed and resolved one of the most perplexing challenges confronting every acquirer: how to effectively and efficiently “bridge the gap” between the transaction and due diligence phases of the deal and integration. How big of an issue is this? Huge!
Amazingly, 50-70% of all M&A deals still fail to achieve their full, stated financial objectives. After all the blood, sweat and ink that has been spilled warning about M&A failure factors over the years, many deals still destroy value outright or make little difference. This is not just folklore. According to the most definitive study in the last twenty years, the Federal Trade Commission conducted a meta study of approximately 60 academic, media and consulting firm studies, many of which were supported by empirical data, and came to essentially this same exact conclusion.
I promised myself I wouldn’t peek at the survey results until we closed the response window. I admit it, though, I just now ripped the preliminary data open like a kid’s first present on Christmas morning. WOW! I am very encouraged by the data, and very appreciative to all of you that have provided your input and experiences to this important analysis.
"Follow a framework, have a playbook that is actively managed, keep discipline in your processes and establish a strong project management capability."
(Sixth in a Series on Culture)
“Are you beef or chicken?” My client, the integration leader, didn’t realize it at the time, but with this ice-breaker during the initial integration kick-off meeting, he perfectly illustrated the important and pervasive impact of sub-cultures on M&A integration success.
Chairman's Message, February 2017
By Jim Jeffries, Chairman M&A Leadership Council
All indicators point to an increasing level of divestitures for the foreseeable future. Most top executives strongly agree that they are more likely to consider a divestment today than in past years. So what are the traditional practices ...
Establishing a Diligence Management Office (DMO)
By Melissa Panagides-Busch, MPH, PMP with BDO Management Advisory Services, a Partner of M&A Leadership Council
The due diligence process is often fluid and unpredictable. Timelines can be tight, expectations can be high and accessing information can be a challenge. Effective and well-planned due diligence is critical to making...