As cash-heavy companies continue to look to spend their surplus on strategic acquisitions, many experts predicted 2011 to be “the year of M&A.” And deal-making activity has indeed been on the rise. As we approach the mid-point of the year, Schaffer Insights provides you a look at why some deals succeed, while others fail to create value, and sometimes even destroy it. This issue brings you best practices in leading integrations to help you create a winning strategy in 2011 and beyond.

The M&A markets get a lot of press, most of it focusing on the movers and shakers behind major deals, how to accurately evaluate and price companies, and the effect of deal making on stock market performance. But precious little has been written about the role leadership plays in the post-merger or acquisition integration process, especially given the major impact it can have on achieving desired value from a deal. Because of the difficulty and high rate of failure of M&As, it is critical that senior leaders are armed with best practices regarding decision making, team development, and ...

What happens when merging firms realize their cultures or mindsets don’t quite mesh? Suzanne Francis – senior partner in Schaffer Consulting’s M&A practice, who led major merger integration efforts at JLG Industries, MeadWestvaco, Fidelity Investments and many others – explains the challenges of integrating companies where culture differences run rampant. She also shares insights from Schaffer’s decades of experience in this area, specifically from her work with a packaging company. Her key takeaway? Some aspect of culture is likely to be an issue in any acquisition, but the key to success in a merger of opposing cultures is ...

Recent news indicates the growing appetite for M&A transactions, but the agreement to acquire a company is just the beginning. Like with any long-term deal or activity, M&As are marathons, not sprints, and a lot must be done to get in “shape” before pursuing acquisitions. Read the recent article featured on “SmartBlog on Finance” to learn from one of Schaffer Consulting’s senior partners the six steps leaders can take to improve their preparedness for a merger or acquisition. By testing their own limits and knowledge of M&A practices, executives can better approach these daunting tasks and ...

As a result of the extensive upfront strategy and financial due diligence needs and the multi-year post-merger integration/divestiture opportunities, it is often said that as goes the M&A market so goes consulting demand. If former Schaffer Consulting M&A practitioner Rick Heinick is correct, there is reason to believe the current recovery will have legs. Consulting Magazine explores this demand further with Heinick.

One on One with Schaffer Consulting's Rick Heinick

Because of the extensive upfront strategy and financial due diligence needs and multi-year post-merger integration/divestiture opportunities, it’s often been said that as goes the ...

Schaffer Consulting to Publish 3rd Harvard Business Review Article on M&A

Schaffer Consulting’s 13^th Harvard Business Review article will be featured this summer – “The Merger Dividend: If You Play It Right, New Acquisitions Can Help You Develop Your Top Talent”, by Ron Ashkenas, Suzanne Francis, and Rick Heinick. The piece will be the third authored on integration, in addition to “Integration Managers: Special Leaders for Special Times,” (November-December 2000) and “Making the Deal Real: How GE Capital Integrates Acquisitions,” (January-February 1998). To request a copy of the upcoming article, e-mail Schaffer Consulting at info@SchafferResults.com .

John Pancoast is a senior partner with Schaffer Consulting, specializing in corporate transformation and post-acquisition integration. Over the past 25 years, John has worked on a number of acquisitions and has helped finance, human resources, procurement, and IT executives of many multinational corporations reduce cost and increase the strategic contribution of corporate staff functions. Among the corporations he has served during acquisitions in recent years are global leaders in banking, insurance, publishing, consumer packaged goods, and pharmaceuticals, including ING, TomTom, and Schering-Plough.

His most recent collaboration with Grupo Progreso helped this privately held firm merge three retail distribution companies that ...