Growing your business through acquisitions is tempting: the rewards can be great. But as many as half of all marriages between companies fail to meet expectations. Here are the key questions to ask before you do the deal.
Nothing is for sure with big, broad constituencies. The bigger the group, the more variation there will be in how people react to needed change. Jim Harrison, CEO of MLSListings Inc., shows us how the patient leader listens to everyone, never reacts impulsively, and works in the interest of building consensus.
Two companies merge to gain economies of scale and to create an industry leader. How many times have we heard this story only to be disappointed by the results? Where 2+2 equaled 3?
Partnering with other companies is often essential, when one company just can’t reach their objectives on their own. But the world is littered with companies who “got married” only to find that the marriage did not at all reflect the dating experience. Learn how your corporate strategy should drive M&A, not the other way around.
For years, global operations have been the province of the large firm, but this is changing. The experience of Raju Reddy, CEO of Sierra Atlantic, shows us how going global can become a strong driver for growth even with a small firm.
Partnerships between two firms are often difficult to manage and often fail to bring results. This essay digs into one of the more extreme partnerships and how it was made to work with Igor Gonda, CEO of Aradigm Corporation (OTCBB:ARDM), a life sciences firm.
Most CEOs don’t start thinking about selling their business until it’s too late. This piece explains why you are better off planning for a sale when things are going well.
Most rookies at selling a business make common, costly mistakes, blinded by flashing dollar signs. Put away your excitement and be careful what you say.
Hear Steve Bengstrom of PriceWaterhouseCoopers interview author Robert Sher on the PriceWaterhouseCoopers Start Up Show.
Steve had some interesting questions based on his review of The Feel of the Deal.
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Mergers and acquisitions have a developed a reputation for being brutal, callous and indifferent about the people involved. But it doesn’t have to be that way. A good outcome, for both parties, requires both sides to treat each other well.
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).