Bellrock - "the leading light in facilities management and property services" - have recently completed a series of acquisitions, ably assisted by BTD's input and comprehensive end to end toolkit. David Smith, CEO of Bellrock, said: BTD injected a sense of pace and professionalism to our latest...
I recently attended an M&A Integration conference in Europe, and was struck by how many presenters mentioned a reluctance to act quickly and decisively in the first 30-100 days post deal completion, to establish the desired culture, operating model and supporting systems in their target...
Late last month I attended the above event run by Thought Leader Global. I have been to quite a few of these and over the years have seen quite a few hot topics raised for a while only to die down as they get...
Earlier this week the Wall Street Journal and others reported on Xstrata Glencore's post-merger writedown of $7.7bn, equivalent to over 10% of the combined annual turnover for the group, and over 13 times the targeted annual synergies of $500 million. More so than any other...
Interesting developments continue in the merger efforts of American Airlines and US Airways: According to the Washington Post, the U.S. Department of Justice and several states have just sued to block the proposed merger of American Airlines and US Airways, arguing that the new $11 billion airline would reduce...
PART FOUR - FINAL PART[/caption] This is the concluding part of a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them? In conclusion, here's a quick checklist: PART THREE[/caption] This is a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them? PART TWO[/caption] This is a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them? A connected approach to M&A: beginning with the end in mind. Ability to buy does not guarantee readiness to own: never has it been more important to ensure before the deal is closed that integration can deliver the goods, and do so quickly without disrupting or burdening the wider business. PART ONE[/caption] A series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them? Getting M&A to deliver has always been hard. The enticing promise of new customers, enhanced capabilities and of course increased profits is all there for the taking, but the taking is rarely as easy as originally hoped.