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’ve been reading Sir Christopher Kelly’s report which is published today on the near collapse of the Co-operative Bank (Co-op) brought about (in part) by the botched takeover of Britannia Building Society. For such a large institution to have made such fundamental and catastrophic errors...
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.