Inarticulate ramblings of a management consultant

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

Post merger integration

Does an org structure tell you anything about influence? Think again…

I’ve posted previously on the futility of the classic organisational structure analysis when it comes to M&A (you’ll find the link here). A good friend and ex-colleague came back to me with an excellent challenge…easy to poke holes in it but what’s the solution? Let me respond and come up with some ideas on how to do this more effectively given the constraints of an M&A process pre announcement, notably:  Limited access to […]

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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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Confidence and decision making – the virtuous or vicious cycle of Mergers and Acquisitions

Let me tell you a story about a small professional services business acquisition involving two similar sized businesses operating in related ends of the market. The steering committee for the integration included anyone with a ‘C” in his / her title…the cost from an hourly charge-out rate perspective around the table was considerable as was the intellectual firepower! This was the third meeting of that group and I was somewhat […]

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You want effective communications in an acquisition? Recognise your employees’ perceptions as the actual baseline and own it…simple really!

Anyone you know who hasn’t been through a deal of some kind? I thought not…even those who work in the public sector will have had some strategic transformation thrust upon them. It’s a part of corporate life, whether you’re a senior stakeholder or an entry level employee.…and what has their experience been like, do you think? Positive…’I’ve learned from the experience and my career has been enhanced’ Neutral…’It’s only affected […]

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Deals that don’t complete – the consequences of being left at the ‘altar’

What happens when the deal you’ve been banking on is pulled  “Investors should worry whenever bosses and bankers succumb to deal-fever, since so many corporate transactions end up destroying value. The latest crop has some of the tell-tale signs of danger: high ego, high price and over-confidence.” You’re probably not surprised to hear that this is a quote from the FT…as relevant today as it was when it was written, […]

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