mergers
June 2010
Perspectives on merger integration
Table of contents
5
A new generation of M&A:
A McKinsey perspective on the opportunities and challenges
Despite continued uncertainty, signs point to a surge in M&A activity that will be ambitious in both scope and profile.
11
Beyond risk avoidance:
A McKinsey perspective on creating transformational value from mergers
Most mergers are doomed from the beginning.
Anyone who has researched merger success rates knows that roughly 70 percent of mergers fail.
19
Opening the aperture 1:
A McKinsey perspective on value creation and synergies
Almost 50 percent of the time, due diligence conducted before a merger fails to provide an adequate roadmap to capturing synergies and creating value.
25
Opening the aperture 2:
A practical guide to capturing synergies and creating value in mergers
Most companies contemplate mergers with great ambitions, but their vision quickly narrows to cost.
31
Next-generation integration management office:
A McKinsey perspective on organizing integrations to create value
Mergers offer tremendous opportunity to create and sustain breakthrough value, especially for companies that get three mutually reinforcing attributes right...
35
Integrating sales operations in a merger:
A McKinsey perspective on four essential steps
Make no mistake: mergers are challenging. But they can provide organizations with transformative possibilities.
41
Assessing cultural compatibility:
A McKinsey perspective on getting practical about culture in M&A
Executives know instinctively that corporate culture matters in capturing value from M&A.
49
Opening the aperture 3:
A McKinsey perspective on finding and prioritizing synergies
Best-practice companies explore the full range of opportunities to achieve maximum value from every merger.
Perspectives on merger integration
A new generation of M&A:
A McKinsey perspective on the
Perspectives on merger integration
Table of contents
5
A new generation of M&A:
A McKinsey perspective on the opportunities and challenges
Despite continued uncertainty, signs point to a surge in M&A activity that will be ambitious in both scope and profile.
11
Beyond risk avoidance:
A McKinsey perspective on creating transformational value from mergers
Most mergers are doomed from the beginning.
Anyone who has researched merger success rates knows that roughly 70 percent of mergers fail.
19
Opening the aperture 1:
A McKinsey perspective on value creation and synergies
Almost 50 percent of the time, due diligence conducted before a merger fails to provide an adequate roadmap to capturing synergies and creating value.
25
Opening the aperture 2:
A practical guide to capturing synergies and creating value in mergers
Most companies contemplate mergers with great ambitions, but their vision quickly narrows to cost.
31
Next-generation integration management office:
A McKinsey perspective on organizing integrations to create value
Mergers offer tremendous opportunity to create and sustain breakthrough value, especially for companies that get three mutually reinforcing attributes right...
35
Integrating sales operations in a merger:
A McKinsey perspective on four essential steps
Make no mistake: mergers are challenging. But they can provide organizations with transformative possibilities.
41
Assessing cultural compatibility:
A McKinsey perspective on getting practical about culture in M&A
Executives know instinctively that corporate culture matters in capturing value from M&A.
49
Opening the aperture 3:
A McKinsey perspective on finding and prioritizing synergies
Best-practice companies explore the full range of opportunities to achieve maximum value from every merger.
Perspectives on merger integration
A new generation of M&A:
A McKinsey perspective on the