Getting Fit for Mergers and Acquisitions
The disciplines that enable restructuring of established companies are also essential levers for helping deals succeed.
GMO
A New M&A Strategy for Utilities
July 12, 2017 by Todd JirovecUtilities seeking to expand must be able to negotiate regulatory complexity while planning and executing deals effectively.Joint-Venture Road Map for the Little(r) Guy
November 17, 2016 by Matt PalmquistInternational partnerships can put parties at odds, but there are ways for smaller firms to avoid common conflicts and stick up for themselves.The Demands on Auto Suppliers
November 9, 2016 by John Jullens and Ganesh KalpundiAs they adapt to the shifting geography of sales and technological disruption, the companies that provide auto parts, components, and systems must reevaluate their product portfolios.Related tags: auto industry, automakers, automation, capabilities, capable dealmaker, car design, cars and emerging markets, deals, innovation, manufacturingWhy the Banking Industry Needs $600 Billion Worth of M&A
May 4, 2016 by Doug Stotz, Arjun Saxena, and Sanchit TiwariThe case for consolidation in U.S. retail and commercial banking.The Shareholder Value Triple Play
March 28, 2016 by Tom Hansson and Abhijeet ShekdarMature food companies need to use aggressive cost reduction, portfolio simplification, and substantially new approaches to growth to deliver competitive returns.Will You Be Mine in the Digital World?
March 1, 2016 by Joerg Krings, J. Neely, and Olaf AckerAs they look to enhance digital capabilities through mergers and acquisitions, traditional companies have to heed a new set of dating rules.How Emerging Markets Companies Can Avoid Growth Traps
December 19, 2015 by John JullensRapidly growing companies in the developing world can prepare themselves to do battle on a global stage by gaining access to vital capabilities through acquisitions or partnerships.Secrets of the Activist Manager
December 16, 2015 by Larry Jones and Joseph DuerrOutside investors have their megaphones. But insiders have a more powerful tool for creating value: deep knowledge of their business and customers.
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