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Making the most of M&A due diligence: Paving the way for a smoother, faster integration
M&A activity continues to escalate – not just in the US, but globally. Companies involved in these transaction shave the opportunity to take a different approach to the entire due diligence process, including the increased involvement of HR professionals. If they do, they will achieve a much better outcome and increase the odds that the overall deal will succeed.
M&A in Asia: Preparing for successful people integration
The countries in Asia present a wide variety of M&A opportunities and challenges. Japan is the secondlargest economy in the world after the US, while other Asian countries are among the fastest growing. Employment practices and national cultures are spread across a wide spectrum.
Deal making is back. Is HR
After a few quiet years, merger and acquisition activity is humming again. How well will people issues be handled this time around?
A big part of the answer depends on HR. If HR is “deal ready,” key employees and leaders will be more likely to stay, remaining engaged in making both the deal and the underlying business successful. People-related savings and opportunities for creating new value are likely to be realized sooner rather than later. But if HR is not ready, employees are more likely to leave, taking industry knowledge and customers with them.
Workforce severance and restructuring in Europe: Pitfalls on the people side of M&A
As M&A activity continues to accelerate, many firms are finding their domestic acquisition options limited or tapped out. As a result, a growing number of companies and private equity firms are looking to Europe for deals that will fuel their growth, expand their reach, or create new synergies. As they do so, these would-be acquirers should understand that Europe poses challenging workforce issues – notably, its complex severance and restructuring protections.
Making acquisitions work: Human capital aspects of due diligence and integration
Strategic acquisitions are driven by many legitimate business purposes: to achieve profit growth; gain advantages of scope or scale; acquire complementary skills or resources; or capture an important technology, distribution arrangement, or competency. Yet these combinations often fail to deliver the promised gains. Depending on the research cited, 50 to 80 percent of acquisitions never produce the anticipated benefits.