Mergercast by Strategy&

Gerald Adolph, Senior Vice President at Booz & Company and leader of the firm's global merger and restructuring practice, discusses the 10 merger imperatives as a framework for planning a merger and keeping it on track. The use of these imperatives allows the process to be broken down into a set of manageable components.

Gerald Adolph, Senior Partner at Strategy& and leader of the firm's global merger and restructuring practice, discusses the 10 merger imperatives as a framework for planning a merger and keeping it on track. The use of these imperatives allows the process to be broken down into a set of manageable components. Originally published as: The 10 merger imperatives, Booz Allen Hamilton, 2006.

Simon Gillies discusses the importance of strategic due diligence in the merger process. Strategic due diligence is a third, critical component of the due diligence process, going beyond the traditional legal and financial reviews. It explores whether the potential of a transaction is realistic - or not. Originally published as: Strategic due diligence in the merger process, Booz Allen Hamilton, 2006.

Simon Gillies, a Vice President at Booz & Company, discusses the importance of strategic due diligence in the merger process. Strategic due diligence is a third, critical component of the due diligence process, going beyond the traditional legal and financial reviews. It explores whether the potential of a transaction is realistic - or not."

Simon Gillies discusses the importance of strategic due diligence in the merger process. Strategic due diligence is a third, critical component of the due diligence process, going beyond the traditional legal and financial reviews. It explores whether the potential of a transaction is realistic - or not. Originally published as: Strategic due diligence in the merger process, Booz Allen Hamilton, 2006.

J Neely, Partner at Strategy&, discusses the execution-related risks inherent in all transactions - the nine deadly sins of mergers. More than two-thirds of the transactions that fail do so at the execution stage. The keys to avoiding this fate are understanding the nine deadly sins and establishing a program integration team early in the merger process that can address them. Originally published as: Execution-related risks inherent in all transactions, Booz Allen Hamilton, 2006.

J Neely, Vice President at Booz & Company, discusses the execution-related risks inherent in all transactions - the nine deadly sins of mergers. More than two-thirds of the transactions that fail do so at the execution stage. The keys to avoiding this fate are understanding the nine deadly sins and establishing a program integration team early in the merger process that can address them.

Tom Casey, Partner of Strategy& specializing in information technology, discusses the importance of IT integration to merger success. He explains why senior management tends to approach IT integration in a perfunctory, arms-length manner and makes some suggestions for avoiding major IT integration mistakes. Originally published as: The importance of IT integration to merger success, Booz Allen Hamilton, 2006.

Tom Casey, Vice President of Booz & Company specializing in information technology, discusses the importance of IT integration to merger success. He explains why senior management tends to approach IT integration in a perfunctory, arms-length manner and makes some suggestions for avoiding major IT integration mistakes.

Tom Casey, Partner of Strategy& specializing in information technology, discusses the importance of IT integration to merger success. He explains why senior management tends to approach IT integration in a perfunctory, arms-length manner and makes some suggestions for avoiding major IT integration mistakes. Originally published as: The importance of IT integration to merger success, Booz Allen Hamilton, 2006.

Gerald Adolph, Senior Partner of Strategy& and leader of the firm's global merger and restructuring practice, describes the importance of merger communications to successful transactions. He provides some valuable, practical advice about just how to set up and administer such a merger communications program. Originally published as: The importance of merger communications to successful transactions, Booz Allen Hamilton, 2006.

Gerald Adolph, Senior Vice President of Booz & Company and leader of the firm's global merger and restructuring practice, describes the importance of merger communications to successful transactions. He provides some valuable, practical advice about just how to set up and administer such a merger communications program.

Gerald Adolph, Senior Partner of Strategy& and leader of the firm's global merger and restructuring practice, describes the importance of merger communications to successful transactions. He provides some valuable, practical advice about just how to set up and administer such a merger communications program. Originally published as: The importance of merger communications to successful transactions, Booz Allen Hamilton, 2006.

Gerald Adolph, Senior Partner of Strategy& and leader of the firm's global merger and restructuring practice, explains why mergers are more successful today than over the past decade, when one-half to two-thirds of them failed. Adolph attributes the change to a jump in the number of consolidation deals (rather than strategic deals), better pre-merger planning, and greater oversight from key stakeholders. Originally published as: Why mergers are more successful today than over the past decade, Booz Allen Hamilton, 2006.

Gerald Adolph, Senior Vice President of Booz & Company and leader of the firm's global merger and restructuring practice, explains why mergers are more successful today than over the past decade, when one-half to two-thirds of them failed. Adolph attributes the change to a jump in the number of consolidation deals (rather than strategic deals), better pre-merger planning, and greater oversight from key stakeholders.