The Buyer's Perspective 
Written by Chittur P. Narayan, Principal Director of M&A Integration Management at CBRE, Inc.

Carve-outs are among the most complex transactions. This is especially true when the carve-out involves the sale of a business unit that is operationally integrated with the rest of the parent company’s business. In such transactions, the seller may be......

Stabilization, Integration and Optimization in M&A
by Jack Prouty, Past President, M&A Leadership Council

One of the riskiest days in the life of an M&A, and in fact often THE riskiest day, is when the deal is first announced. Immediate reaction of the various stakeholders (employees, customers, strategic partners and financial shareholders) is fear, concern, uncertainty.

The Art of M&A® / Due Diligence: Precedent Transactions Analysis
An excerpt from The Art of M&A, Fifth Edition: A Merger, Acquisition, and Buyout Guide by Alexandra Reed Lajoux

Unfortunately, there are some limitations to using comparable transactions to estimate the value of a target. Here again, precedent transactions share several of these disadvantages with their comparable company brethren.

What Workstream Leads Need to Develop to Improve Deal Success
by Stephanie Snyder, Senior Partner, M&A Partners

M&A is a team sport. Just like other team sports, it takes people with a variety of strengths, skills and knowledge to put a winning M&A team together. M&A success is heavily dependent upon top-down leadership to provide the strategy, guidance, governance....

The Art of M&A® / Integration 
An excerpt from The Art of M&A, Fifth Edition: A Merger, Acquisition and Buyout Guide by Alexandra Reed Lajoux

What are the Essential IT Items to Focus on for Day 1 - Day 100 as Key Milestones? The first 90 to 100 days of any deal are critical. First, this period sets the tone for the new entity—for culture, for employees, and for speed to combine the two entities.

A Case for the Diligence Management Office
Co-written by Mark Juergens, Senior Partner, M&A Partners, and Mark Herndon, Chairman Emeritus, M&A Leadership Council

While most organizations have adopted the Integration Management Office (IMO) as an essential best practice, few organizations consistently apply the same discipline and rigor to due diligence.

What Gets Measured is What Gets Done
by Jack Prouty, Past President, M&A Leadership Council

In our popular training course, “The Art of M&A® for Integration Leaders,” we state that the ultimate measure of overall M&A success is whether you increased shareholder value or not. While this is the bottom-line measure after the integration is completed, you....

The Art of M&A® / Due Diligence 
An excerpt from The Art of M&A, Fifth Edition: A Merger, Acquisition, and Buyout Guide by Alexandra Reed Lajoux

The due diligence process begins from the moment a buyer senses a possible acquisition opportunity. The buyer then starts to examine the information that is readily available at this early time about the company. 

Insights & Advice: An Interview with Two Experts
By Mark Herndon, Chairman Emeritus, M&A Leadership Council 

Cybersecurity and IT due diligence has become one of the most challenging, and also one of the most critical areas of due diligence in any environment. The risks of brand damage, customer churn, and substantial costs have brought this topic to the forefront in.......

Before Launching Your Next Integration Take a Good Look
by Mark Herndon, Chairman Emeritus, M&A Leadership Council 

​It’s not a trick question: “How do you know you're ready to launch integration planning?” Our answer? Not until you’ve done THIS – created a comprehensive Integration Strategy Framework (ISF).