by Deloitte
With U.S. companies pursuing alliances, joint ventures and/or partnerships in record numbers, most merger & acquisition (M&A) transactions are bound to involve dozens if not hundreds of strategic business-to-business relationships. Yet few merging companies devote as much time and effort to integrating alliances as they do to combining personnel, processes, technology and physical facilities. […] Read more
by Deloitte
With U.S. companies pursuing alliances, joint ventures and/or partnerships in record numbers, most merger & acquisition (M&A) transactions are bound to involve dozens if not hundreds of strategic business-to-business relationships. Yet few merging companies devote as much time and effort to integrating alliances as they do to combining personnel, processes, technology and physical facilities. […] Read more
by Deloitte
With U.S. companies pursuing alliances, joint ventures and/or partnerships in record numbers, most merger & acquisition (M&A) transactions are bound to involve dozens if not hundreds of strategic business-to-business relationships. Yet few merging companies devote as much time and effort to integrating alliances as they do to combining personnel, processes, technology and physical facilities. […] Read more
