Mergers, Acquisitions and Structural Change

Learn how other organisations are managing the massive changes that are happening within in IT.

Summary

The days when organisations had a lot of money to throw at merger and acquisition activity are long gone. Investor expectations have changed after they wised up to the fact that many M&As failed to deliver on promised benefits. This means that stakeholders are now inclined to ask much more searching questions as to the rationale behind such purchases than was previously the case. It also means that transactions have become more opportunistic, so it is often not entirely clear when they might take place.
As a result, if an organisation decides to go on the acquisition trail, it needs to prepare itself thoroughly as the price of failure is high. This report looks at current best practice in this high-profile area and lays down the experience of organisations that, in some cases, have had to learn the hard way.
The workshop from which this report resulted was attended by 16 delegates representing 11 organisations from a wide-cross section of industries: airlines, financial services and insurance, pharmaceuticals, market research, publishing, agribusiness, public relations and recruitment.

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Members Include

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johnlewis
mcdonalds
united biscuits
travis perkins
southwestwater
rexam
landregistry
HMRC
gchq
eon
dhl
EnvironmentAgency
BalfourBeatty
coop
BAE
aviva
01/17 
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