m & a

the ceo magazine, mergers and acquisitions,

The Unlikely Role of Enterprise Software in Defining Post-Merger Culture

Colin Earl, CEO, Agiloft Mergers and acquisitions are for risk-takers, particularly when you consider that 83% of them fail to boost shareholder returns.[1] Despite these odds, M&A continues to appeal to companies of all stripes as offering the most direct path to achieving long-term strategy. The enduring siren song of M&A has generated troves of studies […]

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the ceo magazine, mergers and acquisitions,

When a Big Business Buys an Entrepreneurial Company: How to Make the Marriage Work

Ed “Skip” McLaughlin and Wyn Lydecker, Authors, The Purpose Is Profit: The Truth About Starting and Building Your Own Business Most entrepreneurial companies thrive on innovation, creativity, and speed as key ingredients for driving success. Entrepreneurs are willing to take risks to increase the probability of breakthrough achievement at the cost of possible failure. In

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the ceo magazine, mergers and acquisitions,

Insuring directors and officers through M&A and IPO events

Jeff Van Gulick, Senior Vice President, Commercial Lines Practice Leader, HUB International Corporate transactions including mergers and acquisitions (M&A) and initial public offerings (IPO) bring necessary capital and resources to a growing company. But, these transactions can also be the impetus for legal recourse – a significant liability for the company’s directors and officers.  Mergers and

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the ceo magazine, mergers and acquisitions,

After the bull run: Realizing the deal’s full potential

Thomas Bertels and Charles Depasse Introduction Low interest rates are fuelling a wave of mergers and acquisitions to levels not seen before the financial crisis.[1] In addition to financial buyers, who are taking advantage of inexpensive debt, companies across all industries use the current environment to achieve economies of scale and grow market share. And a

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the ceo magazine, mergers and acquisitions,

Deal or No Deal?

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. One plus one does not equal three, and too often it moves shareholder returns to the wrong side of zero. A once-exceptional organization can quickly take a turn

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the ceo magazine, business management

The Urge to Merge: Successful M & A Communication Strategies

Study after study puts the failure rate of mergers and acquisitions between 70% and 90%.  Even when they don’t fail outright, they too often fail to delight. What steps can leaders take to make sure they don’t join the ranks of disappointing statistics?  It all starts with communication—before, during, and after the deal: 1.  Communicate

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