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March 2008
Picking up the pace of M&A requires big changes in a company’s processes and organization—even if the deals are smaller.
Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability.
February 2008
The merger of two large, complementary companies presented an unusual challenge: sustaining growth as well as focusing on integration and cost savings.
April 2007
CFO Ma describes the unique challenges awaiting Chinese companies that seek growth through international acquisitions.
December 2006
The latest boom in merger activity appears to be creating more value for the shareholders of the acquiring companies.
November 2006
A cohesive top-management team is essential for integrating acquisitions successfully.
Mergers that appear to be successful in the short term often destroy value later on. By concentrating on five issues, CEOs and top teams can increase the odds of a genuinely happy ending.
August 2006
As they go global, their hardest challenge is to integrate the management of their domestic and foreign businesses.
May 2004
Most buyers routinely overvalue the synergies to be had from acquisitions. They should learn from experience.
November 2003
Two senior J. P. Morgan Chase executives explain how a worldwide team set the stage for transforming the merged firm’s IT organization.
November 2002
Merging companies should look to their revenues, not just their costs.
November 2001
Is the belief that mergers drive revenue growth a delusion?
November 2000
Postmerger pricing can contribute as much as 30 percent of the value of all synergies realized by merger deals. Why is it usually neglected?
If key employees don’t feel that they have been kept in the loop after a merger, they will probably start honing their resumes.
DECEMBER 2008
NOVEMBER 2008
SEPTEMBER 2008
OCTOBER 2008
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