Mergers & Acquisitions Publications

  • Fusing at full speed: tips on managing your integration in real time

    November 30, 2003 | Bain Merger Integration | Benelux newsletter

    Speed is essential to successful integration. But speed isn't everything. Only 25 to 50% of deals create shareholder value, often because those managing the integration process don't know how to make tradeoffs between speed and careful planning.

  • Organising for Deal Success

    September 30, 2003 | Mergers & Acquisitions | European Business Journal

    They build experienced deal teams that get involved in all acquisitions, they commit line expertise, and they always set a walk-away price and prepare to leave the table if the deal's economics fail to make sense.

  • Should You Always Merge Cultures?

    April 30, 2003 | Bain Merger Integration | Harvard Management Update

    Mid-size mergers are an important source of growth. But how you handle cultural integration can make or break the deal. Read Bain & Co. consultants Till Vestring, Brian King, and Ted Rouse's research on the topic of when to--and when not to--merge cultures.

  • Merger integration: why the "soft issues" matter most

    April 14, 2003 | Bain Merger Integration | European Business Forum

    Merger integration: why the "soft issues" matter most European Business Forum By Till Vestring, Brian King, Ted Rouse

  • The hidden IT multiplier in mergers

    February 13, 2003 | Information Technology | The Financial Times

    When the gritty work of merging two businesses doesn't go smoothly, talent is quick to flee, legacy systems buckle under bigger loads, and projects drag as resources grow scarce.

  • The strategic leader: Six rationales to guide merger success

    June 30, 2002 | Acquisition Strategy | Strategy & Leadership

    Mergers today are altering the nature of competition in industries, harking back to transactions in the early 1900s that boldly created the likes of DuPont and General Motors.

  • The Six Habits of Highly Effective Change Managers

    February 28, 2002 | Results Delivery® | Benelux newsletter

    For a company to significantly change its performance pattern, instead of merely incrementalising it, a radical change of behaviour is warranted. Unfortunately most companies, like human beings, have a hard time changing. Even if they know they must.

  • Globalization: Profit or Peril?

    June 09, 1999 | Bain Merger Integration | Globe and Mail

    But jumping on this bandwagon can be ruinous if conditions are not right. How does the chief executive officer know when to make the globalization decision? The promise of improved profitability — from increased revenue, reduced costs or improved asset utilization — is a strong factor.

  • Rebuilding Banking Piecemeal, on Web

    May 27, 1999 | Strategic Due Diligence | American Banker

    The game of Jenga, which takes its name from the Swahili word for construction, challenges each player to remove as many blocks as possible from a cross-hatched tower of wooden beams, then to use the removed blocks to build additional stories, all without causing the tower to crash.

  • The Future of Customer Service

    May 27, 1999 | Customer Strategy & Marketing | Bain Brief

    What can it mean when a five-star hotel chain authorises its staff to spend up to 1,250 pounds each to tackle problems affecting customer service? Or that a prominent retailer guarantees shoppers they will never again have to queue at the checkout counter?