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What Does Yogi Berra Know About Strategic Execution?

    What Does Yogi Berra Know About Strategic Execution?

    Yogi_Berra_1956
    Yogi Berra 1956

    Yankee Hall of Fame catcher Yogi Berra once said, “If you don’t know where you’re going, you’ll wind up somewhere else.” A business interpretation: strategy needs to guide your efforts and your company’s Strategic Execution™– how effectively you implement your strategy — distinguishes whether you’ll win or be an also-ran. One of the ways effective businesses stay on course is understanding in detail where they have been, what successes they have had in execution and where they have come up short. All too often companies Continue reading What Does Yogi Berra Know About Strategic Execution?

    How Often Are M&A Events Deemed A Success?

    canstockphoto20302245Earlier 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 Continue reading How Often Are M&A Events Deemed A Success?

    Why Most Mergers and Acquisitions Don’t Add Shareholder Value

    Mergers and AcquisitionsDuring 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: Continue reading Why Most Mergers and Acquisitions Don’t Add Shareholder Value

    The Fifth Stage of Mergers and Acquisitions

    how-business-integration-is-doneLarge 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 Continue reading The Fifth Stage of Mergers and Acquisitions

    Why Most Mergers and Acquisitions Don’t Add Shareholder Value

    economic-value-add-in-mergers-and-acquisitionsDuring 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:

    1. What are the key reasons for these results?
    2. What impact does this have on intermediaries?
    3. 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 Continue reading Why Most Mergers and Acquisitions Don’t Add Shareholder Value

    Effective Strategic Execution: Cascade

    cascading-objectives-throughout-the-organizationDuring a keynote address at IIR’s Balanced Scorecard Forum, Robert Kaplan, a leading international business management guru, revealed “that less than 10% of formulated strategies are executed effectively” and an international survey indicated that consistently executing strategic objectives were in the top three concerns of CEO’s and corporate boards. Kaplan also added “that it is a well know fact that organizations who have a formal strategy execution process dramatically outperform the rest”. Effectively and consistently implementing corporate strategy requires all stakeholders to be aligned to those objectives, understand their role in achieving them and be accountable for effective implementation. If your company doesn’t have a formal process, then the hard work is figuring out what one looks like. A strategic execution process must Continue reading Effective Strategic Execution: Cascade

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