Review
"…contains a handy cut-out-and-keep guide to surviving the M&A jungle." (
The Times, Sat 21st July 2007)
"Psst, want to know how to avoid getting canned when your company is sold? Read Intelligent M&A" (The Scotsman, Mon 23rd July 2007)
"…a survival guide for businesses aiming to complete a profitable merger…features invaluable hints on how to avoid the chop…" (The Wharf, Thursday 26/07/07)
"…could prove to be – quite literally – a career-saver." (Management-Issues.com, Tuesday 7th August)
"…the authors show how to build success into every phase of the deal." (Personnel Today, Tuesday 21st August 2007)
"It is a useful tool to learn the fundamentals of good deal making." (Gulf Business, October 2007)
"The authors combine business and military intelligence experience with an extensive study... to produce a compelling study of their subject." (Professional Manager, January 2008)
From the Inside Flap
Use business intelligence techniques to be more successful when acquiring firms.Strategies for integrating two companies after they merge.
How to be one of the people who survive the axe when layoffs occur as two companies combine.
Intelligent M&A is the first book that looks at the full process of a merger or acquisition to identify where business intelligence can improve those odds of a favorable outcome. Using techniques developed by governmental intelligence services and honed by savvy business leaders over the two huge merger waves of the past decade, this book uses a wide range of actual case studies, quotations and anecdotes to demonstrate how to build success into every phase of the deal. Not just large global corporate mergers, but also small company acquisitions, public sector mergers, and private deals are discussed.
Covering current trends in the market and anticipating changes yet to take hold, this book includes sections about the best alternatives to merging or acquiring, differences between public and private deals, when and how to use outside ‘experts’ most effectively, the increasing importance of culture and communication in planning successful deals, and the important role of arbitrageurs, private equity firms and hedge funds.
Most mergers and acquisitions fail to deliver their expected outcomes, yet they remain essential for growing world-class companies. It follows that those planning M&A deals must draw on all the tools at their disposal to improve chances of success. Applying techniques from business and military intelligence can help managers to beat the odds.
The authors – one with almost 20 years in the investment banking industry based at different times in the US, Europe, and Asia and the other with 16 years as an officer in the Royal Navy – also show how employees can lower the odds of being fired when two companies merge.
Further information and continuing discussion can be found on the weblog intelligentmergers.com.
