the ceo magazine, mergers and acquisitions,
Colin Earl, CEO, Agiloft

Mergers and acquisitions are for risk-takers, particularly when you consider that 83% of them fail to boost shareholder returns.[1] Despite these odds, M&A continues to appeal to companies of all stripes as offering the most direct path to achieving long-term strategy. The enduring siren song of M&A has generated troves of studies to identify why the failure rate is so high. The common culprits are differences in corporate culture and business systems. Collectively, these determine how a company does business.

the ceo magazine, mergers and acquisitions,
Ed “Skip” McLaughlin and Wyn Lydecker, Authors, The Purpose Is Profit: The Truth About Starting and Building Your Own Business

Most entrepreneurial companies thrive on innovation, creativity, and speed as key ingredients for driving success. Entrepreneurs are willing to take risks to increase the probability of breakthrough achievement at the cost of possible failure. In many respects, these attributes get into the bloodstream of high-growth companies and define their behavior. On the other hand, big corporations emphasize strategy, structure, and process—institutionalizing corporate behavior patterns. They use chain-of-command management and consensus decision-making to reduce risk at the cost of timely action. Since the operating styles of an entrepreneurial company are so different from that of a large corporation, a marriage can be difficult.

the ceo magazine, mergers and acquisitions,
Jeff Van Gulick, Senior Vice President, Commercial Lines Practice Leader, HUB International

Corporate transactions including mergers and acquisitions (M&A) and initial public offerings (IPO) bring necessary capital and resources to a growing company. But, these transactions can also be the impetus for legal recourse - a significant liability for the company’s directors and officers. 



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