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Mergers and Acquisitions with a focus on merger integration

Keep your options open with loosely coupled deal integration

It’s a chief development officer’s nightmare: complete a costly, complex, lengthy and emotionally challenging integration
of a major acquisition, only to have the board decide to sell (or shutter) the operation after a few months of further study.
Sadly, technology industry business strategy is evolving so fast nowadays that this nightmare scenario is increasingly likely.

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Maintain Strategic Flexibility [PDF]

5 Keys to Successful Pharma Sales Force Integration Post-Merger

The pharmaceutical industry seems besieged on all sides, with declining R&D productivity, expiring patents on blockbuster products and relentless downward pricing pressure forcing companies to l

Source: social.eyeforpharma.com

Managing the integration of go-to-market activities can be the most challenging aspect of postmerger planning.

See on Scoop.itMergers, Acquisitions: Integration Strategy and Tactics

Defining The M&A “Nibble” And What To Do When You Get One – TechCrunch

See on Scoop.itMergers, Acquisitions: Integration Strategy and Tactics


Defining The M&A “Nibble” And What To Do When You Get One
TechCrunch
Editor’s note: Jason M. Lemkin served as CEO and co-founder of EchoSign, the web’s most popular e-signature service, from inception through its acquisition by Adobe Systems in 2011.


Steven Ramirez‘s insight:

Great advice about how to assess the situation when a suitor comes calling. However, what happens next?  If you want to craft a deal that is successful in the long run, you’ll need to think about more than just the term sheet.


See on techcrunch.com

Post Merger Integration: Cultural Alignment is a Prerequisite for Value Creation

See on Scoop.itMergers, Acquisitions: Integration Strategy and Tactics


Post Merger Integration research over the past 15 years has shown that a great deal of mergers and acquisitions did not yield the desired value as was previously stated. Although success rates are …


Steven Ramirez‘s insight:

Many acquirers fail to plan for cultural integration. Here are some great questions to ask during the diligence phase of any acquisition.


See on leadershipwatch-aadboot.com

HP vs. Autonomy: Lessons for acquisition integration?

See on Scoop.itMergers, Acquisitions: Integration Strategy and Tactics

There has been a great deal of acrimony between Hewlett Packard CEO Meg Whitman and Autonomy Co-Founder Mike Lynch. At Issue is whether the audited financial statements gave an accurate portrayal of Autonomy’s business. HP took an $8.8 billion charge and raised the possibility of potential criminal activities.

What went wrong? In a blog post, industry analyst Rob Enderle provides his take. His bottom line:

“The issue between Autonomy and HP is largely the result of both the buyer and the seller thinking tactically.”
See on www.itbusinessedge.com

For an overview of the recent press coverage, check this story from The New York Times

United Is Struggling Two Years After Its Merger With Continental

See on Scoop.itMergers, Acquisitions: Integration Strategy and Tactics

If you have traveled on United in the last year, this story from the New York Times certainly comes as no surprise. Merger integration is tricky, particularly with companies the size of United and Continental.

 

“Two years after its merger with Continental, United Airlines has struggled with delays and computer glitches, and it has failed to settle on a contract with employees — all while losing money.”


See on www.nytimes.com

Handicapping Deal Success

M&A consultant Dean McCauley predicts the likely success of three mega-deals by comparing the intent of the deal with the integration strategy. Beware when these are not aligned.

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Can Acquisitions Pay Off?

Extensive research by M&A consultant Dean McCauley reveals that by building a repeatable process based on best practices, companies can turn serial acquisitions into a dependable, successful source of growth.

Download the research report http://mergerintegration.net/Executing the Successful Merger B.pdf

Does the Stock Market Hate Acquisitions?

Acquisitions can have an uncanny ability to destroy value. Is it, as Forbes contributor Freek Vermeulen asserts, that Wall St. generally hates acquisitions?

Vermeulen’s article goes on to show that not all acquisitions are created equal. Merger integration, particularly cultural integration, is key. He notes:

Acquisitions are just very hard to do. They usually are fraught with information asymmetries; basically most firms don’t have a clue what they’re buying. And due diligence is not going to solve that problem; acquisition integration is often hampered by cultural differences, incompatible systems and plain mistrust – something you don’t just look up in the company’s books beforehand. Hence, the troubles are hard to avoid.

Getting to know a potential target via a strategic alliance is a great way to reduce the risk of M&A. But, what if you haven’t had a chance to form that alliance and still want to do the deal?

A well planned integration that begins with a comprehensive readiness assessment and cultural benchmarking can be good alternatives to consider.

Post Merger Job Selection: Who Stays?

Asked by a member on LinkedIn: How can you determine who should stay and who should go in a merger or downsizing?

“I think I’ll have to take a contrarian view because the approach is in fact the same when making talent decisions related to either post-merger integration or downsizing. In both cases you want to begin by crafting a vision of the go-forward organization. As you develop that vision, you will want to define the skills, organizational culture, product know-how, and other attributes that will be necessary to help the company thrive. Armed with a roadmap—vision and planned operating model– you are ready to perform a gap analysis. Who in the organization (or who from each of the legacy companies in a merger) possesses the attributes that will be critical to success? If there are still some holes, perhaps critical skills not represented, then the question is who can be trained or developed? By identifying and focusing on defined attributes, you take the step toward making the talent decisions based on fact-based assessments.”

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