(Third in a series of posts about doing HR M&A right. The previous one is When Workstreams Fail to Align.)

Digital Transformation: The journey to integrate people, technologies and new ways of working.
Presented by Willis Towers Watson, a Partner of the M&A Leadership Council

We are pleased to invite you to the second edition of Willis Towers Watson’s M&A Forum which will be held in Toronto on October 4. This full-day conference will be dedicated to human capital challenges faced within digital transformation and will provide an opportunity for participants to share experiences among peers.

A 4-Step Approach for Applying Automation to Jobs
Submitted by Willis Towers Watson, a partner of M&A Leadership Council

We’re delighted to announce the September publication of Reinventing Jobs, A 4-Step Approach for Applying Automation to Jobs by work and human capital experts Ravin Jesuthasan and John Boudreau. Reinventing Jobs explores our vision of what the future of work will really look like, and how it will impact organizations as they seek growth and success in an era of change and digital transformation. More importantly, it reveals how leaders can guide this change within their own organizations.

(Second in a series of posts about doing HR M&A right. The first one is Avoid Being the Next M&A Horror Story.)

Technology, Media & Telecommunications Trend Report
Submitted by Mergermarket/Acuris, a partner of the M&A Leadership Council 

Against a backdrop of tariffs, trade wars, and media wars, Technology, Media and Telecom (TMT) has arguably been the top sector to watch in the year to date. Among the most high profile events in just the last couple of months, the sector has witnessed the collapse of the NXP/Qualcomm transaction as a result of trade tensions between China and the US, as well as Comcast abandoning its bid for Fox in an effort to focus more on its bid for Sky in its growing battles with Disney over market share.

Investigative Due Diligence
By Joann Arweiler and Peter Woglom with BDO, a partner of the M&A Leadership Council

Access to information is one of the keys to managing risk in an M&A transaction. Investigative due diligence (IDD) should be placed alongside legal and financial diligence as a critical component of a buyer’s diligence process.

Charting Your Path – Let Your Experience Lead the Way
By Jim Jeffries, Chairman of the M&A Leadership Council

2018 is turning into a banner year for our M&A certification program. More and more companies are determined to garner success from their acquisitions, and they realize that – just like other capabilities in their organization – M&A’s require skills and expertise.

The Good Keep Getting Better
By Jack Prouty, President of the M&A Leadership Council

Jim Jeffries and I founded the M&A Leadership Council eight years ago with the mission of helping companies grow their in-house M&A competencies and get better at M&A. At the time, we thought our target audience would be mid-size companies largely new to M&A. Instead we have found that most of our program attendees are from large, publicly traded companies that are serial acquirers. They are good at M&A, but they know that good is not good enough. If they are going to continue to be successful serial acquirers, then they need to be best of class.

Balancing Competing Initiatives
By Bruce Fleming, EVP Strategy at Calumet Specialty Products and Member of the Board of M&A Standards

I’ve sometimes been asked what percentage of the deal price should be budgeted for diligence costs. Many deal costs do have a quick rule of thumb, but with respect to Due Diligence it’s safe to say “It depends.” Do you want the diligence to be good, fast, or cheap?

Building In-House Competencies for Acquisition Growth
By Jack Prouty, President of M&A Leadership Council

Eight years ago, Jim Jeffries and I started the M&A Leadership Council to give back by sharing our M&A expertise with the business community through our public M&A training programs and other avenues, such as the M&A Monthly. We thought initially the draw would be with midsize companies who had no experience in M&As.