Inarticulate ramblings of a management consultant

the day to day experiences of a consultant operating in weird and wonderful client situations

Governance

East Goes West – interview with Clement Woon

East Goes West is a series of podcasts focused on the challenge of Asian businesses coming to Europe and the US. Abhay Pande and conducted a series of interview with senior Asian leaders to understand a little more of the cultural complexity that exists across the Asian landscape, recognise the key differences and start to think about what an Asian owner might expect of a European and American  business. The […]

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How does it look from over there? The perspective of Asian buyers / leaders on M&A in Europe and the USA

Over the next six weeks, I will be publishing a series of interviews which I and a friend of mine, Abhay Pande, conducted whilst based in Singapore. These interviews were born of a shared interest and desire to get beyond the myth and legend of Asian corporate culture and business practice and actually get some insights from Asian leaders that we have in our network. The facts are plain enough. […]

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Asian Investors -hierarchical?

The second in my series of capital flows from East to West….and the consequences for European / UK and American leaders. You will find the first here…I would recommend that you read them in the order that they are written! One of the biggest challenges for Western CEOs facing the prospect of Asian ownership is understanding the formal and informal nature of governance. There is a perception amongst many, based […]

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Asian investors -dealing with a new owner?

We are living in a period of reversals….for most of our lives, decisions have been made in the West and implemented (with mixed success) in the East. From outsourcing shared services to the Philippines and South Asia, to banks developing global platforms by buying local and regional businesses across Asia, to the great manufacturing shift to China and more recently to Vietnam, the emphasis on delivery has the remit of […]

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Left leg in, left leg out…the M&A hokey-cokey as demonstrated by the story of Valeant and SunEdison

A couple of weeks ago, I wrote about the conditions you might look for as a lead indicator for potentially successful M&A processes (find the article here). This week, the case for the serial acquirer was once again knocked back as the two of the leading proponents for an inorganic growth strategy failed. In SunEdison’s case, filing for bankruptcy whilst for Valeant, the wholesale change of the board and I would […]

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Strategy and integration – the oil and vinegar of any deal

…no matter how much you vigorously combine them, they eventually separate out again. It’s a nice analogy but why? Why is it so hard to successfully translate strategy into integration? Why do those who lead / create strategy well struggle so badly with integration? Why does a set of activities which by their very nature are iterate, continue to be linear? One of the joys of my work is that I meet […]

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M&A – bust as an idea or are we starting to differentiate between those who can and those who can’t?

Has the idea of growth through M&A finally been proven to be fundamentally bust or can we start to differentiate between those that are likely to fail and those that might succeed? Are there indicators which you might look for to identify potential success? I’ve been thinking about what might feature in those indicators….here’s my list: Personal track record of complex transformation (ideally in remedial situations) within the leadership and […]

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