Transformation Through M&A Integration

Transformation Through M&A Integration

by A.T. Kearney
A major acquisition is not only an opportunity to achieve synergies, but also a valuable “moment in time” to bring about true change. The best leaders get these transformational decisions right. Mergers create both excitement and anxiety for stakeholders, generating not only destabilizing uncertainty, but also malleability, which encourages openness to new ways of working. […] Read more

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

Capturing Value From M&A In Oil And Gas: Implications For Integration

Capturing Value From M&A In Oil And Gas: Implications For Integration

by McKinsey & Company
M&A may help address challenges facing oil and gas companies in today’s low oil price climate. We identify seven best practices in planning and execution that are essential to capturing full value from M&A. The recent collapse in the oil price has further intensified pressure on cash flows in an industry already saddled with low returns on capital. Cost-cutting measures are ramping up as the industry responds with belt tightening, as seen in prior downturns. […] Read more

Creating More Value For China’s M&A

Figure 1 Examples of Chinese acquisitions in mature Western countries

by A.T. Kearney
Since China first opened to the world with the 1978 economic reforms, the country’s GDP has made unprecedented progress. It is a remarkable growth story. Although there is a big gap to close to catch up with the United States, China ranked second in the world in real GDP by 2013. By 2014, 100 Chinese companies were in the Fortune 500, up from 11 in 2000 and with petrochemical firm Sinopec holding the number-three spot. […] Read more

Starting With The End In Sight: Integrating Finance After A Merger

by 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. […] Read more

Starting With The End In Sight: Integrating Finance After A Merger

by 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. […] Read more

Starting With The End In Sight: Integrating Finance After A Merger

by 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. […] 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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