Evaluation in the M&A process—appraisal, valuations, and assessment of the target and acquiring companies—should happen at each turn: before, during, and after the decision to acquire. Evaluation has neither a “start” nor a “start date.” Rather, it involves a circular, continuous process of reevaluating new information as it becomes available and reassessment of existing dataRead more
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Some experts refer to “incompatible business models” undermining a merger or acquisition deal, but what does that really suggest? It means that when companies make money in vastly different ways, doing extremely different things, and no one recognizes or addresses these differences, the merged company risks destabilization. While decision-makers should consider the mission, vision, andRead more
When companies merge or acquire, stakeholders usually expect that the whole will be greater than the sum of its parts. Unfortunately, the facts tell a different story. Study after study puts the failure rate of mergers and acquisitions between 70% and 90%. One plus one does not equal three; too often it moves shareholder returnsRead more
Specifically, what does executive leadership require? Executive leadership builds on the traits and behaviors that you needed when you walked in on your shiny new first day: good decision making, results orientation, leadership talent, and people skills. However, with each rung on the leadership ladder, the manifestation of those traits and behaviors becomes more complicated.Read more
Change and adversity are often mentioned in the same breath because many see unexpected, unwanted change as a hardship and pervasive loss of control. The ancient Chinese indicated their understanding of this concept by constructing a two-part pictogram. However, this two-part pictogram for change appears to imply contradictory thought. The bottom part by itself isRead more
