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- Mergers and acquisitions - HBR - Harvard Business Review
Mergers and acquisitions Research Marcelo Cerullo, Kelly Kaili Yang, Ryan C McDevitt, Karen Joynt Maddox, James W Roberts, and Anaeze C Offodile II
- A Guide to Building a Unified Culture After a Merger or Acquisition
Mergers and acquisitions, though powerful tools for growth, often fall short of expectations One reason is a lack of focus on the integration experience of acquired employees While companies
- A Better Approach to Mergers and Acquisitions
Twenty years ago, consultants at Bain Company published a book that explored a dispiriting reality: Although companies spent billions of dollars a year pursuing deals, 70% of mergers and
- The Big Idea: The New M A Playbook - Harvard Business Review
Reprint: R1103B Companies spend more than $2 trillion on acquisitions every year, yet the M A failure rate is between 70% and 90% Executives can dramatically increase their odds of success, the
- Acquisitions: The Process Can Be a Problem - Harvard Business Review
The use of acquisitions to redirect and reshape corporate strategy has never been greater Many managers today regard buying a company for access to markets, products, technology, resources, or
- Don’t Make This Common M A Mistake
According to most studies, between 70 and 90 percent of acquisitions fail Most explanations for this depressing number emphasize problems with integrating the two parties involved That’s
- So Many M A Deals Fail Because Companies Overlook This Simple Strategy
Perhaps such deals should come with an official warning: “Acquisitions can result in serious damage to your corporate health, up to and including death ”
- Not All M As Are Alike—and That Matters
We know surprisingly little about mergers and acquisitions, despite the buckets of ink spilled on the topic In fact, our collective wisdom could be summed up in a few short sentences: acquirers
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