Eric Jacobson On Management And Leadership

  Most business leaders think that mergers fail because of bad strategy or overpaying. But according to former senior partner at McKinsey and Harvard Business School’s David Fubini , that’s not where deals break down. They fail in what comes during and after integration.   More specifically, “Integration is what makes or breaks the success of a deal. Not design, not financing, not due diligence, not negotiations of structure,” says Fubini. “Because no matter how expertly you manage these elements, if you can’t bring all the pieces together, all your efforts might as well have been an academic exercise."   Fortunately, in his new book, Post-Merger Integration: Building The Mindset, Skills, And Discipline Needed For Deal Success , Fubini (along with Patrick Sanguineti ) offers a behind-the-scenes look at how deals actually succeed and where they go wrong. And he shows leaders how to develop an Integration Mindset that will enable you to navigate the complex, nuanced reality...

  “Our book will be of considerable interest to corporate executives and directors, who will likely be involved in M&As during their careers,” share the authors of the new book, The M&A Failure Trap: Why Most Mergers and Acquisitions Fail And How The Few Succeed .   They add, the book is also essential reading for:   Investors and shareholders asked to vote on merger proposals. Investors who are considering investment in the acquiring company. Business professionals in general. Economists. Business school and university instructors. Students of business and economics interested in business restructuring and acquisition.   And I contend, it is revealing reading for anyone interested in one of the most important and consequential economic events – business acquisitions.   The M&A Failure Trap serves as the very blueprint to help top-level management and interested parties make better choices about their organization, avoidin...

“People get nervous when their employer changes because they don’t know what to expect from the company they’ve suddenly joined,” explains Brad Jacobs , author of the book, How To Make A Few Billion Dollars .  Therefore, continues Jacobs, “It’s essential that you don’t say or do anything that prevents you from building strong relationships, because the integration can’t succeed without trust.”  The usual questions on the minds of acquired employees about the company that made the acquisition include:  Are we honest? Are we for real? Can they trust us? Do we care about them? Are we competent? Are we winners? Do we know how to run their kind of business? Do we want them to succeed? Do we understand why each person is valuable to our business plan? What is the new CEO like? “Based on first impressions, many of the acquired employees will already be deciding whether they want to hitch their wagon to your star or find a new job,” explains Jacobs....