3 Posts Found

Intangibles such as culture, chemistry and follow-through play a significant role in M&A success. Business owners and CEOs are rightfully cautious and need transparency and hard evidence before selling equity in a company they built themselves. For that reason, we offer peer conversations with fellow CEOs who have already gone through the process and become leaders in the parent organization. This step is valuable not … [ Read more ]

Author: Bryan Adams | Source: “Best Practices For Successfully Integrating Acquisitions” | Original Publication: Chief Executive | Subject: Mergers & Acquisitions

After a merger, it is a mistake to expect sales reps on their own to address all of the inevitable questions from customers and tactics of competitors. Unfortunately, sales managers are often too preoccupied with integration issues, so the front line is left to its own devices.

To resolve this problem, successful acquirers create a temporary sales war room, or interim leadership group. Led by two … [ Read more ]

Author: Matthias M. Bekier | Source: “Merging? Watch Your Sales Force” | Original Publication: The McKinsey Quarterly | Subjects: Marketing / Sales, Mergers & Acquisitions

When Merck KGaA, the German chemicals and pharmaceuticals concern, acquired US biotech equipment supplier Millipore, managers drew up a two-by-two chart representing every group in the organization on two dimensions: their importance in achieving the integration goals and the degree of disruption they would experience from the upcoming change. That allowed the leadership team to focus on supporting the people who were most important to … [ Read more ]

Author: Patrick Litre | Source: “Results Delivery: Managing the Highs and Lows of Change” | Original Publication: Bain | Subject: Mergers & Acquisitions