Growth Through M&A: Promise And Reality

Figure 1 Breakdown of M&A deals

by Deloitte
It isn’t unusual for a company pursuing a merger or acquisition to express high hopes that the deal will be a growth engine. The intention, quite reasonably, is that the resulting combination of products, people and pipelines will take the business to new heights. Then reality sets in. The combined business has to deal with a presence in multiple markets, a larger and more diverse customer base, a more complex product and services portfolio, and a high level of people and operational complexity. […] Read more

Post Merger Integration: Hard Data, Hard Truths

by Deloitte
The numbers don’t lie. Many top corporate managers are faced with the challenge of a post merger integration (PMI) at least once in their career. And empirical studies indicate that one of every two PMI efforts fares poorly. These statistics are particularly telling given that mergers and acquisitions have been a staple management instrument for almost a century now and that there has been growing professionalism in corporate M&A efforts over the last decade. […] Read more

Post Merger Integration: Hard Data, Hard Truths

by Deloitte
The numbers don’t lie. Many top corporate managers are faced with the challenge of a post merger integration (PMI) at least once in their career. And empirical studies indicate that one of every two PMI efforts fares poorly. These statistics are particularly telling given that mergers and acquisitions have been a staple management instrument for almost a century now and that there has been growing professionalism in corporate M&A efforts over the last decade. […] Read more

Post Merger Integration: Hard Data, Hard Truths

by Deloitte
The numbers don’t lie. Many top corporate managers are faced with the challenge of a post merger integration (PMI) at least once in their career. And empirical studies indicate that one of every two PMI efforts fares poorly. These statistics are particularly telling given that mergers and acquisitions have been a staple management instrument for almost a century now and that there has been growing professionalism in corporate M&A efforts over the last decade. […] Read more

Post-Merger Indigestion: Incomplete Integrations Can Be Hazardous To Your Company’s Health

by Deloitte
Post-merger indigestion (n.): an insidious malady common among serial acquirers that fail to fully absorb their acquisitions. Initial symptoms include rising costs, unclear reporting relationships, technological inefficiency, and marketplace confusion. The sufferer experiences shrinking margins and lower revenue gains with each additional transaction. […] Read more

Post-Merger Indigestion: Incomplete Integrations Can Be Hazardous To Your Company’s Health

by Deloitte
Post-merger indigestion (n.): an insidious malady common among serial acquirers that fail to fully absorb their acquisitions. Initial symptoms include rising costs, unclear reporting relationships, technological inefficiency, and marketplace confusion. The sufferer experiences shrinking margins and lower revenue gains with each additional transaction. […] Read more

Post-Merger Indigestion: Incomplete Integrations Can Be Hazardous To Your Company’s Health

by Deloitte
Post-merger indigestion (n.): an insidious malady common among serial acquirers that fail to fully absorb their acquisitions. Initial symptoms include rising costs, unclear reporting relationships, technological inefficiency, and marketplace confusion. The sufferer experiences shrinking margins and lower revenue gains with each additional transaction. […] Read more

Post-Merger Integration Myths Versus High-Performance Realities

ByAccenture
Twenty years ago, few companies made acquisitions a key element of strategy; acquisitions were often an afterthought or episodic. Today, the world has changed. Some companies do 25 deals a year, and others look to achieve 50 percent or more of their growth from acquisitions. Read more

Post-Merger Integration Myths Versus High-Performance Realities

ByAccenture
Twenty years ago, few companies made acquisitions a key element of strategy; acquisitions were often an afterthought or episodic. Today, the world has changed. Some companies do 25 deals a year, and others look to achieve 50 percent or more of their growth from acquisitions. Read more

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