It is reported that 70-90% of mergers & integrations don’t deliver the value that justified the acquisition. There are many reasons, but the primary ones that tank ROI are a lack of focus related to Strategy, Culture, Project Management, Customers and Sales. Post merger integration failures typically fall into what we call the 5th stage of M&A: Alignment and Optimization which completes the integration. In order to help companies understand the depth of this challenge, Group50 has developed a post merger integration ( PMI ) playbook …Read MoreThis entry was posted in Business Playbooks, M&A, Strategic Execution, on July 14, 2020
Group50’s CEO, Jim Gitney, was recently asked by an executive about how he should manage the division he just took over as its president. Jim told him “Manage it like you are going to sell it – maximize value creation”. The executive gave a strange look and asked why that mattered. …Read MoreThis entry was posted in Anti-Strategy, Exit Planning and Transition, M&A, Manufacturing and Distribution, Strategic Execution, on May 29, 2019
Successful enterprises across the globe have leveraged on the vast experience, in-depth knowledge and understanding of a strategic planning consultant that is capable of working with senior leadership on strategic execution: been there, done that. This effort is a cornerstone of gaining competitive advantage and thriving in highly competitive marketplaces. An effective strategic execution program facilitated by an experience strategic planning consultant helps …Read MoreThis entry was posted in Business Transformation, Exit Planning and Transition, Global Initiatives, Information Technology, M&A, Manufacturing and Distribution, Market Effectiveness, Organizational Development, Strategic Execution, on November 8, 2016
Every company is faced with some type of restructuring activity during its history. The restructuring process is painful and often unsuccessful. There are two basic types of restructuring: financial and operational. Financial restructurings are often a result of poor operational performance and the reality that the management team has not responded quickly enough to changing business dynamics. In this case, a wall to wall cost takeout is called for. Often, the need to restructure is a gut reaction by senior management in response to perceived weaknesses in the business. This article focuses on operational restructuring and the process for planning and successfully implementing it.This entry was posted in M&A, Manufacturing and Distribution, Strategic Execution, Weekend Thought, on April 15, 2016
Earlier this week, SanDisk announced its latest M&A deal: the acquisition of Fusion-IO. In the company’s press release, the CEO made the following statement:
With its fifth enterprise-focused acquisition since 2011, the Milpitas company known for selling memory cards to consumers and gadget manufacturers is officially “a one-stop shop” for enterprise customers as well, CEO Sanjay Mehrotra said Monday, which he believes …Read MoreThis entry was posted in M&A, on June 23, 2014
The Business Hierarchy of Needs® is a compilation of three levels of activities. As our work on effective strategic execution continues, we have found that most companies haven’t developed a strategic execution process that provides consistent and effective implementation of their strategic objectives. Every organization …Read MoreThis entry was posted in Business Transformation, Company Physical, Continuous Improvement, Global Initiatives, M&A, Manufacturing and Distribution, Organizational Development, Strategic Execution, on April 29, 2013
During a recent meeting of 40 M&A professionals, I facilitated a discussion around the results of a 1999 KPMG study on the success of Mergers and Acquisitions in large companies. This study indicated that 83% of mergers and acquisitions fail to increase share holder value. The M&A professionals who participated in this discussion represented middle market mergers and acquisitions. Members of the group were asked three questions: …Read MoreThis entry was posted in M&A, Strategic Execution, on March 2, 2013
Large cash positions coupled with historically low interest rates make mergers and acquisitions an obvious strategic choice for companies to significantly improve their performance. As companies increase their Mergers and Acquisitions activity, there is a need for a well thought through program assure the successful integration of new companies with different cultures and business processes. It is reported by KPMG that …Read MoreThis entry was posted in M&A, Strategic Execution, on June 11, 2012
During a recent meeting of 40 M&A professionals, I facilitated a discussion around the results of a 1999 KPMG study on the success of Mergers and Acquisitions in large companies. This study indicated that 83% of mergers and acquisitions fail to increase share holder value. The M&A professionals who participated in this discussion represented middle market mergers and acquisitions. Members of the group were asked three questions:
- What are the key reasons for these results?
- What impact does this have on intermediaries?
- Can overcoming these results differentiate your business?
Overall Summary: Intermediaries in M&A transactions play a strong role in the success of a transaction, which affects their compensation. Pre-close planning, post close execution and cultural differences are …Read MoreThis entry was posted in M&A, Strategic Execution, on March 25, 2012
Management of a project, regardless of the specific intent and outcome, can generally be accomplished using fairly universal tools and techniques with a significant amount of focus and discipline.
A team approach has been shown to gain ‘ownership’ in the project and a consistent and uniform means of communication allows participants and stakeholders to stay abreast of the project by providing feedback to the team and the project leader(s). As a business leader, you frequently find yourself faced with the dilemma of having to define, justify, and implement a significant project or program, that at its conception, is generally just a collection of ideas, proposals, ‘back of the envelope’ calculations or benefits.
To bring these together takes the focus of a …Read MoreThis entry was posted in Global Initiatives, M&A, Manufacturing and Distribution, Organizational Development, Strategic Execution, on November 22, 2011
- Navigating Growth Through an Inflection Point
- Managing Your Way Through 2020 and Beyond – Part II
- Market Effectiveness – Marketing That Doesn’t Erode Your Profit Margins
- Post Merger Integration ( PMI ) Playbook
- Supply Chain Playbook
- Change Management in the Current Environment
- Supply Chain Risk – Supply Chain Resiliency – Knowing Where You Are Vulnerable and Doing Something About it
- Re-Opening Your Business – Best Practices Series
- World Class Manufacturing and Distribution – Wrap Technologies – Group50
- What is Fractional Marketing – A Way to Accelerate Your Market Effectiveness