Mergers and Acquisition Webinars

In the corporate world, just as in sports, the team that is best organized and properly equipped is most likely to win.  And, in M&A, the team coordination, communication, and speed of execution will determine whether or not you find the right target before your competition or integrate an acquisition before the deal value evaporates.

M&A teams are organized in a myriad of ways. Some teams operate as independent silos at each phase with little overlap or communication. While other teams have some connection between the silos.  But, there is mounting evidence indicating teams that operate as a fully-integrated unit, spanning targeting through due diligence and integration, have a clear advantage.

There are lots of powerful tools that are appropriate for certain business activities, but they are NOT designed for M&A execution. Just like one would not use a Louisville Slugger to tee off or a Cobra ZL to bat, using the right tools gives the team a clear advantage.

Panelists:

• Alex Danzberger, Vice President of Corporate Development, Capella University
• Doug Holly, Director of Business Development, JDSU
• Jeff Kueffer, SVP, Global Operations Management, INC Research LLC
• John Breen, General Manager of Corporate Development, The Timken Company
• Paul Hartzell, Senior Vice President of DataSite Services, Merrill Corporation, Moderator

Mr. Gerald S. Adolph, Senior Partner, Booz & Co.

Ms. Stacey Fix Conti, CEO, Merger Managers

Mr. Manuel J. Sanches, President, Co-founder, eknow, Inc.

View the Slides

eknow’s The Art of M&A: Effective Integration Execution

Thousands of deals are done every year that involve integrating an acquired company. For many companies, M&A is the highest potential value activity they undertake, yet based on actual results achieved, it is also the riskiest. Anywhere from 50 to 70% fail to achieve full value, and more than 50% of the failure rate is attributed to breakdowns in post merger integration.Thousands of deals are done every year that involve integrating an acquired company. For many companies, M&A is the highest potential value activity they undertake, yet based on actual results achieved, it is also the riskiest. Anywhere from 50 to 70% fail to achieve full value, and more than 50% of the failure rate is attributed to breakdowns in post merger integration.