The success of a merger or acquisition depends on the quality of leadership in the wake of the deal. Explore BCG’s latest thought leadership on post-merger integration to develop a strategy that unlocks synergies while returning value to investors.
How Post-Merger Integration Differs for Technology Companies
Tech companies need post-merger integrations (PMI) more often than most. What can they do to make the most of their deals?
Learn more about our approach to PMI in the tech industry
How to boost the odds that your M&A deal delivers the value you’re counting on? Start planning early for success—using a proven five-step process.
There’s a startling disconnect between how companies view their M&As and what they actually achieve. But by taking an agile approach, they can create greater value—faster.
Most discussions on post-merger integration (PMI) focus on achieving cost synergies—and with good reason. A PMI can change the fundamental cost structure of a business by marrying the strengths of each company in the merger or acquisition.
M&A dealmakers can take advantage of downturn opportunities to position their company for profitable growth during the recovery.
When it comes to synergies, value-creating acquirers do three specific things differently. We set straight the role of synergies in M&A value creation.
Auto companies are making deals to jump-start innovation, expand into new products, futureproof their business, and stay ahead of activist shareholders.
BCG research, published in MIT Sloan Management Review, points to six factors—all of which managers can control—that increase the success rate of M&A-based turnarounds.
Mergers and Acquisitions