Managing Post Merger Integration Risks
This paper discusses using statistical analysis techniques for risk management in post merger integration
Resources for Effective Post Merger Integration (PMI) – Page 4
All Resources in: Resources for Effective Post Merger Integration (PMI)
Post Merger Integration: The Hidden IT Multiplier in Mergers
This strategic IT integration guide is an invaluable resource for businesses navigating mergers and acquisitions. It offers insights into maximizing merger success by focusing on quick and impactful IT integration while ensuring operational stability.
The Rise of Emerging Markets in Mergers and Acquisitions
This is not your father’s M&A market. We are observing a fundamental shift in economic power to China and India. What now? As an IT
A Practical Approach to IT Post Merger Integration
What produces the most synergy in M&A? IT of course. Who is the red haired step child in M&A? IT of course!
Ensuring Merger Success with a Pre-Merger IT Diagnostic
Post merger integration used to be the buzz word and imperative for merger success. This whitepaper helps focus on the "golden window" of opportunity. Surprise – it lies before the merger!
M&A and CIO: Early Involvement Improves Success
M&A success depends on IT integration. This synergy is exponentially higher if IT is at the table – early!
Lessons For Post Merger Integration
The merger of Daimler and Chrysler made perfect sense on paper. Now that there is talk of Chrysler being on the block again, did they forget to put critical things on that paper?
Reconcilable Differences: IT and Post-merger Integration
New research shows an important difference in the way senior IT executives and senior business managers define success in a merger transaction. Whats behind this alignment gap? How will it affect M&A execution in the future?
Driving the Full Business Value of Mergers and Acquisitions through Better IT Due Diligence
Due diligence activities usually are focused primarily on business and financial issues. Thus, many organizations fail to look closely enough at the information technology aspects of the deal. As a consequence, companies may put large proportions of targeted value at risk.