Mergers & Acquisitions

Both investment bankers and shareholders have raised the bar on what they expect, and will accept, as value-adding deals. Business Week, Feb. 2, 2002

Over half of all mergers and acquisitions fail to realize their intended value. In fact, one study found that of the 700 most expensive deals from 1996 to 1998, 53% actually reduced shareholder value. Many of these shortfalls have been due to not planning for and addressing people, cultural and management issues.

Speaking on the AOL Time Warner deal, the largest merger in corporate history, Co-COO Richard Parsons said, "At the end of the day, our ability to succeed depends entirely on the people who are driving our business - whether they have the creativity, capacity to innovate and ability to execute, and whether they can do things collaboratively."

In addition to people issues, another success hurdle has been the inability to move quickly through the transition to minimize loss of customers, talent and productivity. We help our clients manage the organizational side of mergers and acquisitions with the same attention and rigor as is typically afforded the financial and operational sides. From planning and due diligence, to transition and integration, we help avoid the organizational pitfalls such deals often encounter.

	Due Diligence
	Culture Audits
	Transition Planning
	Accelerating the Transition for Optimal Gain
	Managing the Integration of the Two Organizations

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