M&A Blog and News

Blog Posts, News and Articles

Learn from diverse experts across the world of mergers and acquisitions.

M&A Leadership Council training
January 26, 2018

The 21st Century Fox divestiture represents a new strategic direction.
By Mark Herndon, President of M&A Partners

Thanks to his ravenous appetite for acquisitions, Rupert Murdoch has built an incredible media empire. Now the mogul is embarking on a major divestiture. If the deal is approved, Disney will purchase the majority of 21st Century Fox's business assets for a cool $52.4 billion--paying a considerable premium over its pre-deal trading price. Murdoch isn't known for strategic divestitures, On the contrary, previous divestiture activity has included mostly minor assets or undeniable losers (such as MySpace). But the proposed divestiture represents a new strategic direction, one that M&A professionals can certainly learn from.

January 25, 2018

Success depends on planning and coordination across the enterprise. 
By Lori DeVincent, CMAS, Distinguished M&A Leadership Council alumna and Director of Information Technology at ResCap Liquidating Trust

Many times the decision to divest a business entity is made in a board room, kept quiet or shared with a limited audience until the close of the deal. Of course, there are many good reasons to limit those in the know. But if you are responsible for any aspect of IT, there are so many more good reasons for you to be engaged in that decision even before the decision is made.

January 25, 2018

Deal activity broke US $3tn for the fourth consecutive year.
Submitted by Mergermarket

Mergermarket, an Acuris company, has released its Global M&A roundup for 2017, including its league tables for financial advisors. Take a look at the report, and don’t forget to review the charts breaking down the activity by sector, value, year-to-year analysis, etc.

January 25, 2018

Now is the perfect time to assess the current reality of your M&A process.
By Tom Allen of Midaxo

In M&A, successful deal outcomes hinge on the ability to prospect well then start, sustain and repeat a cycle of deal steps. Companies with track records of M&A-led growth do this exceptionally well. The success is no accident; it's built through a well-defined, repeatable and systematic internal processes.

January 25, 2018

Regulations and uncertainty about reimbursement are among key risks.
By Kevin Olvera and Shaun Buckley, BDO

One industry sector that continues to be very active is healthcare services. This sector covers a broad array of services such as acute care, chronic care, and technology. There is a higher than average level of M&A activity in this area even though transaction multiples tend to be higher than in many other sectors.

January 23, 2018

Previous attendees share their most valuable lessons.
By Jim Jeffries, Chairman of the M&A Leadership Council

Experts predict that 2018 will be a banner year for mergers and acquisitions, with higher deal volume both domestically and internationally. Now is the time to prepare your M&A team for success, and our flagship training program is the perfect opportunity.

January 18, 2018

Survey results shed light on best practices.
By John Christman, Corporate Development Global Head of M&A Integration, Cognizant Technology Solutions

Digital transformation is increasingly driving the acquisition of new, different and non-traditional businesses that require a substantially different approach to integration. And even though these acquisitions have become a strategy of choice for organizations in all sectors, our knowledge of best practices for “acquiring different” is extremely limited. Indeed, what we know consists mostly of “lessons learned,” and these tend to focus on the front end of deals, in targeting, valuation and due diligence—not on integration.

January 10, 2018

Sometimes complete integration isn't the right answer.
By Jeffrey Cartwright, M&A Leadership Council alum and Managing Partner of Shoreview Advisors

After only one day of due diligence, our integration team had to decide whether to Newellize Holson Burnes. We initially identified no synergies in sales, marketing or product development. Thus we opted to Newellize Holson Burnes as a hybrid, with certain functions left substantially independent of Intercraft; while the company was fully Newellized, we imposed significant limits on the degree of integration.