
Ten Lessons from 20 Years of BCG’s M&A Report
A number of success factors have withstood the test of time, proving to be as significant in our updated analyses as when we first identified them.
A number of success factors have withstood the test of time, proving to be as significant in our updated analyses as when we first identified them.
Downturn deals outperform. Is your company prepared to seize the moment?
Only about half of companies that undergo organization design during a post-merger integration say it was successful. Leaders can flip those odds by focusing on five imperatives.
By applying the lessons learned from success stories, companies can use M&A and other transactions to accelerate their environmental transformations.
BCG Managing Director & Partner Ib Löfgrén defines the concept of full-potential PMI—a powerful way to help clients deliver value by creating a platform for future growth—and shows how BCG is supporting clients beyond typical benchmarks for traditional PMIs.
Acquirers must ensure that the combined entity’s environmental, social, and governance performance is more than the sum of its parts.
Companies preparing for joint operations can elevate their ESG ambitions by establishing new targets, employing best practices, and clearly communicating their goals.
A survey of dealmakers shows that technology companies can maximize the value from M&A by aligning their predeal strategy with their postdeal priorities.
Turning Philips Domestic Appliances into a standalone company involved more than just a name change. As Versuni CEO Henk S. De Jong explains, it required a complete business and IT transformation.
By taking three actions, companies can shave off about 40% of the time it takes to close a deal while maximizing value creation.
Acquirers need robust due diligence to inform valuations, negotiations, and operational decisions. Six imperatives guide the effort.
IPOs offering only existing shares outperform those seeking fresh capital due to the signaling effect associated with a public listing.
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A procurement partnership may take years to bear fruit, if it succeeds at all.