By Johanne Bouchard and Council Board Member Ken Smith
The board may be least effective at the very time when its oversight may be most important. Directors are well aware of the high failure rates of mergers, often blamed on poor post-deal implementation. It is usually in this period that the value promised in the deal proposal is actually created (or not), and that the success (or failure) of the deal is thereby determined for shareholders.
Published in the Sept/Oct 2014 issue of NACD Directorship; reprinted with permission
To read the full article, CLICK LINK BELOW