http://www.strategy-business.com/restructuring_and_integration Managing mergers and acquisitions for success, including detailed insight into recent examples of corporate integration Mon, 23 Jan 2006 00:00:00 -0600 Fri, 09 May 2008 08:40:24 -0500 finn_bridget@bah.com (Bridget Finn) strategy-business@ravencreative.com (strategy+business webmaster) http://www.strategy-business.com/media/image/sb-rss_feed_logo.gif http://www.strategy-business.com/restructuring_and_integration 134 39 http://www.strategy-business.com/li/leadingideas/li00039?gko=4b772 What we can learn from eBay's acquisition of Skype. Raul L. Katz and Paul Zangrilli Tue, 18 Dec 2007 00:00:00 -0600 http://www.strategy-business.com/li/leadingideas/li00039?gko=4b772 http://www.strategy-business.com/li/leadingideas/li00017?gko=49a51 Seekers of cheap acquisition targets are adopting a cautious, short-term strategy--often simply because it is easy to justify to shareholders. But bargain-hunting often results in missed opportunity. Substantial research from UBS shows that comparatively expensive acquisitions are far more likely to result in lasting value creation. In M&A, it may actually be smarter to play for high stakes. Justin Pettit Thu, 04 Oct 2007 00:00:00 -0500 http://www.strategy-business.com/li/leadingideas/li00017?gko=49a51 http://www.boozallen.com/media/file/Beyond_License_Acquisitions.pdf In the fragmented telecom sector of the Middle East and North Africa, a positive economic outlook, along with ongoing telecom market liberalization, points to continued growth. However, as new license issuances grow scarce, and organic growth becomes more difficult, the current wave of consolidation will likely accelerate. Companies adept at creating synergies between regional operations are positioned to weather this next phase successfully, while many localized players will probably be acquired. Alfonso de Gaetano, Ghassan Hasbani, Mohamad Mourad, and Karim Sabbagh Tue, 26 Jun 2007 00:00:00 -0500 http://www.boozallen.com/media/file/Beyond_License_Acquisitions.pdf http://www.boozallen.com/media/file/Seven_Reasons_Divestitures.pdf Divesting noncore businesses is often an attractive option for executives, especially while the market remains flooded with buyers sitting on piles of cash. But divestiture poses more challenges than most people realize, and it often has a negative impact on not only the divested entity, but the seller. It can be worth the trouble. But companies looking to make a sale should understand these seven key hurdles before moving forward. J. Neely and Gerald Adolph Tue, 26 Jun 2007 00:00:00 -0500 http://www.boozallen.com/media/file/Seven_Reasons_Divestitures.pdf http://www.strategy-business.com/press/article/07202?gko=df540 A turnaround specialist from Kohlberg Kravis Roberts, one of the largest private equity firms in the world, articulates the three vital questions he uses to diagnose ailing companies. But why wait for a crisis? By understanding these diagnostic tools, leaders of healthy companies can identify problems before they become critical--and keep the turnaround artists at bay. Kenneth W. Freeman Mon, 18 Jun 2007 00:00:00 -0500 http://www.strategy-business.com/press/article/07202?gko=df540 http://www.strategy-business.com/press/article/07112?gko=6e314 Until recently, excess liquidity seemed like a smart strategy. But with stabilizing cash flows and rising interest rates, the benefits of large cash holdings are diminishing, and many companies are faced with the challenging process of strategic decapitalization. Justin Petit discusses optimal capital structures and the role of allocations like dividends, share repurchases, and pension funding. Justin Pettit Thu, 01 Mar 2007 00:00:00 -0600 http://www.strategy-business.com/press/article/07112?gko=6e314 http://www.boozallen.com/media/file/Danger_Shooting_Too_Low_v2.pdf The utilities industry is experiencing a wave of new mergers, which present serious challenges to management. One major pitfall for executives is focusing too closely on closing the transaction and not spending enough time laying out post-merger objectives. Booz Allen Hamilton offers five suggestions for developing a broader vision, keeping the integration on track, and preparing for future success. Wed, 16 Aug 2006 00:00:00 -0500 http://www.boozallen.com/media/file/Danger_Shooting_Too_Low_v2.pdf http://www.strategy-business.com/press/sbdirect/16981737?gko=1b09b Tom Casey, Booz Allen Hamilton vice president specializing in information technology, discusses the importance of IT integration to merger success. He explains why senior management tends to approach IT integration in a perfunctory, arms-length manner and makes suggestions for avoiding major IT integration mistakes. Tom Casey Wed, 05 Jul 2006 00:00:00 -0500 http://www.strategy-business.com/press/sbdirect/16981737?gko=1b09b http://www.strategy-business.com/press/sbdirect/16610951?gko=41d7f In a recent article for Corporate Dealmaker magazine, Booz Allen Hamilton vice president Gerald Adolph delineated the importance of merger communications to successful transactions. Now, in this interview, Adolph provides valuable, practical advice about how to set up and administer such a merger communications program. Gerald Adolph Wed, 21 Jun 2006 00:00:00 -0500 http://www.strategy-business.com/press/sbdirect/16610951?gko=41d7f http://www.thedeal.com/servlet/ContentServer?pagename=CrpDmkr&cid=1147930440639 The merger is done and it should be time to sit back and relax a bit. Now management is busy putting the new company together and everything is on track. Trouble is, management, your board, and Wall Street may not take your word for it. Booz Allen Hamilton's Gerald Adolph writes in Corporate Dealmaker magazine that determining how to measure merger success should be part of the earliest post-merger integration planning. There are three major challenges, Adolph says: 1) separating merger benefits from other nonintegration business and market changes; 2) demonstrating that the merging companies are doing what they said they would do (and if not, are deviating from the plan in a controlled fashion); and 3) quantifying the bottom-line impact of the merger integration. by Gerald Adolf Thu, 01 Jun 2006 00:00:00 -0500 http://www.thedeal.com/servlet/ContentServer?pagename=CrpDmkr&cid=1147930440639