Creating value from mergers and acquisitions pdf
Creating value through merger and acquisition integration
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Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Our flagship business publication has been defining and informing the senior-management agenda since Our learning programs help organizations accelerate growth by unlocking their people's potential. The larger the deal, the more critical the need to ensure confidentiality by keeping the team small during the early stages of planning. As planning progresses, more people eventually have to be involved. This overly conservative mind-set creates problems, leaving deal planners to perform their roles in isolation. High-priority issues and complex integration challenges can get lumped together indiscriminately with lower-priority and simply managed ones—creating an adversarial, political, and highly emotional working environment.
A more inclusive approach to estimating synergies
Forgot password? Don't have an account? Mergers and acquisitions have been a popular strategy, but the research suggests that acquiring firms create little or no value. Reasons for these outcomes include an inability to create synergy, paying too high a premium, selecting inappropriate targets, and ineffective integration processes, among others. However, careful selection of targets and effectively implemented acquisitions can achieve synergy and create value. For example, targets selected that have capabilities complementary to those held by the acquiring firm provide the greatest opportunity for synergy creation.