Chief Executive Roundtable: Culture Is The Key to Making Mergers Work
Whether the goal is to find a perfect complement to a product portfolio, eliminate key competition or realize scores of synergies, proposed mergers begin with
Whether the goal is to find a perfect complement to a product portfolio, eliminate key competition or realize scores of synergies, proposed mergers begin with
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.
The Justice Department approved the $69 billion CVS-Aetna merger. What will be the larger impact of vertical integration in healthcare?
Josh McCarter, the founder and CEO of Booker, talks about about selling the business to competitor Mindbody and why this was the best course of action.
Integrating cultures in the context of an acquisition or merger is fraught with challenges.
Don Daseke is CEO of Daseke Inc., a $1.2-billion, Dallas-based leader in the open-bed trucking industry that owns and operates 16 firms across the country. He’s made it the largest player in the industry in just nine years of building it.
Robert Chapman heads one of America’s most acquisitive companies, and even after 100 purchases, the CEO of Barry-Wehmiller has no intention of slowing down.
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.
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