Companies can and do fail for any number of reasons. Failure based on ineffective relationships due to poor communications and ineffective negotiation is completely avoidable.
With a strategy as aggressive and risky as acquisition, there are many fundamentals that have to be put into place and operating smoothly for success. Here's one CEO's experience.
Look no further than the bombshell earnings disappointment from Kraft Heinz for confirmation of how important it is for CEOs to get “big-to-small” strategies right.
Here's a look into a process for building value into companies and the role of a turnaround specialist in asset recovery and valuation preservation for troubled companies.
Middle-market companies are some of the most sought—after assets, providing one of the best environments for M&A investors to create returns.
Even if the market, the industry, and the economy are absolutely perfect for a merger, if two companies combine with three principles against them, it usually means failure. Here are the three principles.
Whether the AT&T-Time Warner merger will result in abject failure or a bellwether that will reshape and recombine the media and internet industries depends on how the consumer and other players in the game respond.
Companies with cutting-edge technology can receive lucrative acquisition offers from larger organizations, but this is by no means guaranteed, and many CEOs sell themselves short by jumping at initial offers.
Both parties involved in a merger or acquisition should have a solid understanding of their individual cultures and the strengths (or weaknesses) they bring to the table.
Intive CEO Ludovic Gaudé talks about why CEOs should focus on company culture when weighing acquisitions, and the red flags to look out for when doing due diligence on a potential acquisition.