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 ...
Chairman's Message, July 2016
By Jim Jeffries, Chairman, M&A Leadership Council
In our “Art of M&A for HR Leaders” programs, Willis Towers Watson headlines the training content presented by seasoned executives. This large, global organization is expert in the people issues that relate to value creation or erosion in mergers and acquisitions. Here are some people-related ...
Valuable Culture Assessment Tools for M&A
Contributed by Willis Towers Watson, a Partner of M&A Leadership Council
We are often asked how culture assessment tools can be used to inform M&A work. Given that many mergers and acquisitions are undermined by a poor cultural fit, it’s not surprising that organizations are looking for new approaches in this area. There are several valuable solutions...
For Immediate Release
BOSTON and DALLAS, May 24, 2016 /PRNewswire/ -- Midaxo, the leader in mergers & acquisitions (M&A) software, and M&A Partners, a leading consulting firm that helps companies build internal M&A ...
An Excerpt from "The Employee Handbook for Navigating Mergers and Acquisitions"
by Mitchell Lee Marks
Each year there are thousands of mergers and acquisitions, involving millions of employees and billions of dollars. The concept is simple: combine the strengths of two organizations to achieve strategic and financial objectives that neither side can accomplish...
Years ago, a client pinpointed the M&A readiness challenge…“Once the deal took off, our team never caught up.” Admittedly, anyone in the M&A business has had the experience of chasing a speeding train down the tracks after it had already left the station. If you are like me, you vowed never to do that again.
No matter the number of case studies one researches or the number of consultants one talks with, the statistics have remained the same for the last two decades. The majority of well-intentioned mergers fail to achieve the expectations set by management at the announcement. Interestingly enough, the reason for such dismal results is that past emphasis and energy has been placed on analysis and negotiation of the deal and seldom on how to actually deliver the value.