Come Together: Surviving — And Thriving — After A Merger

Figure 1 What it takes to succeed

by KPMG Boxwood
Businesses merge for many different reasons. Whether it be to increase market share, diversify into different markets, acquire new capabilities, achieve greater scale, reduce costs, respond to changing market dynamics, or purely and simply survival, mergers are usually driven by a strong and compelling rationale. […] Read more

2016 Asian Trailblazers Study: Masters Of Multitasking And Transformation

Figure 1. Asian Trailblazers are fine-tuning their strategy along several areas

by Willis Towers Watson
In 2012, an event occurred that went largely unnoticed. For the first time, the percentage of Asia Pacific-headquartered companies in the Fortune Global 500 outnumbered those headquartered in Europe and North America. That year, 36% of companies in the Fortune Global 500 were headquartered in Asia Pacific. Of these 181 organisations, 69 were headquartered in Mainland China and 68 in Japan. […] Read more

People Risks In M&A Transactions

Figure 1 Surveyed firms

by Mercer
Offering robust data and analysis as well as unique insights and guidance, Mercer’s first annual research report on people risks in M&A transactions provides an in-depth view of the human capital issues buyers and sellers are facing in the marketplace. In addition, this report identifies practical solutions and strategies organizations are deploying to effectively hedge these risks and drive deal value. […] Read more

Mergers And Acquisitions And Economic Crisis. A Case Study Approach From A Qualitative Analysis In Greece

Table 1 Factors that affect MA result per sector

by Elsevier Ltd.
This article aims to examine the main issues in terms of Human Resource perspective that companies facing after Mergers and Acquisitions in Greece and within recession. For this purpose this article is based on a theoretical research in the recent literature and the results of a qualitative analysis in companies that completed a change like a merger or an acquisition. […] Read more

Mergers And Acquisitions: A Strategic Tool For Restructuring In The Indian Telecom Sector

Table 1-2 HCROI t Test

by Elsevier Ltd.
Reforms implemented by Telecom Regulatory Authority of India (TRAI) and Department of Telecommunications (DoT) post liberalization have drastically altered the business environment in the Indian telecom sector. This sector has emerged as a significant performer in the Indian services domain. The telecom companies have opted for Mergers and Acquisitions (M&A) as a strategic tool to enhance their performances. […] Read more

Effective Management Of Change During Merger And Acquisition

Table 1 Failed Mergers

by Elsevier Ltd.
The on-going dance of merger and acquisition happening every week is hard to miss. But it has been found that most mergers and acquisition fail because of poor handling of change management. Change is the only thing that will never change so let’s learn to adopt by change management. This publication will analyse all the factors that lead to change. […] Read more

Merger Integration: A Survival Guide For HR Executives

by 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 significant synergies by combining and streamlining the HR functions of the two merging companies. […] Read more

Merger Integration: A Survival Guide For HR Executives

by 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 significant synergies by combining and streamlining the HR functions of the two merging companies. […] Read more

Merger Integration: A Survival Guide For HR Executives

by 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 significant synergies by combining and streamlining the HR functions of the two merging companies. […] Read more

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