By Pip McCrostie – Ernst & Young Growth mandates — driven by increased confidence and credit availability — will spur M&A activity across mature and emerging markets. Our latest Capital Confidence Barometer suggests a return of deal activity after a five-year period of falling M&A globally. The fundamentals are in place to foster M&A: confidence in the global … Read more
By Oksana Kukurudza, Jeff East and Brian Offen – Accenture When two companies merge, integrating their Finance functions is a major imperative. Variations in financial standards and procedures can prevent the merged entity’s Finance function from effective daily operations, impacting both internal and external stakeholders. Integration of this key function is also time-sensitive: the entity’s leaders, not to mention investors, demand … Read more
by PricewaterhouseCoopers
The global insurance industry’s outlook is improving. The mature economies of Europe and North America are moving towards recovery, while the emerging markets of Asia and Latin America continue to grow. A pickup in global premiums is forecast, but the industry should not expect a return to the old ways. Insurers are operating in a world where the goal of long-term growth seems to be getting further away. Instead, insurers face a range of obstacles including persistently low investment yields, tightening regulation and overcapacity in many markets. […] Read more
By PricewaterhouseCoopers Executive summary The global insurance industry’s outlook is improving. The mature economies of Europe and North America are moving towards recovery, while the emerging markets of Asia and Latin America continue to grow. A pickup in global premiums is forecast, but the industry should not expect a return to the old ways. Insurers are … Read more
By Markus Rimner – Accenture Merger integration programs pose demands on the HR team collectively and on HR executives individually that are typically tough and sometimes unreasonable. It is the unavoidable result of the dual pressures of simultaneously having to provide business support to help get right the myriad “people decisions” in the merger, and having to deliver … Read more
by Deloitte
In March and April 2013, Corporate Board Member magazine in association with Deloitte conducted a survey of corporate directors and chief financial officers (CFOs) from companies with revenue of $500 million and above. The goal was to identify specific areas of convergence and divergence in respondents’ views regarding risk oversight and value creation in merger and acquisition (M&A) activities. […] Read more
by McKinsey & Company
Treating M&A as a strategic capability can give companies an edge that their peers will struggle to replicate. Most companies approach deal making as an art rather than as a corporate capability deployed to support a strategy, and they see individual deals as discrete projects rather than integral parts of that strategy. Few have found a way to build and continuously improve, across businesses, an M&A capability that consistently creates value — and does so better than competitors. […] Read more
By Cristina Ferrer, Robert Uhlaner, Andy West– McKinsey & Company Treating M&A as a strategic capability can give companies an edge that their peers will struggle to replicate. Most companies approach deal making as an art rather than as a corporate capability deployed to support a strategy, and they see individual deals as discrete projects rather than integral parts of that … Read more
By Ernst & Young The Swiss M&A market was characterized by a record low disclosed deal value since 2008 and a corresponding low average deal size in the second quarter of 2013. Nevertheless, with respect to the number of announced transactions, a recovery was observed with slightly more transactions in Q2 2013, compared to the previous … Read more
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