By Chris Adams, Andy Neely – Accenture According to a long parade of authoritative studies, mergers and acquisitions have no better than
By David Ernst and Tammy Halevy – McKinsey & Company In some circumstances, the market seems to reward alliances more richly than mergers
By Evelyn Bourke, Gillian Laidlaw, Ian Woods – Towers Perrin Realising long-term benefits from a merger is much harder than obtaining short-term gains. As
By Evelyn Bourke, Gillian Laidlaw, Ian Woods – Towers Perrin What does it take to ensure a smooth transition following a merger or an
By Robert J. Thomas – Accenture Despite the penalties for failure, too many merger-bound CEOs ignore a key factor that can make or
Mergers & Acquisitions. A Global Research Report. By John Kelly, Colin Cook, Don Spitzer – KPMG This report presents the findings of KPMG’s most recent survey
A new role for HR managers in supporting the due diligence By Karen S. Hinchliffe – PricewaterhouseCoopers Giving due diligence its due Amidst
By Deloitte Why most mergers and acquisitions fall well short of expectations Companies undertake mergers and acquisitions to increase market share
by Arthur D. Little
Mergers… joint ventures… strategic alliances… businesses are increasingly relying on these activities for strategic advantage. All too frequently, however, the potential benefits fail to materialize. While much attention is focused on the financial and contractual aspects of an alliance, we believe that the key to organizational partnerships lies in a different arena. […] Read more
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