Mergercast by Strategy&

In this episode, J. Neely, a Partner at Strategy&, explores the private equity industry in light of Carlyle Group's recent IPO announcement. He discusses a number of topics including whether the Carlyle announcement is indicative of any kind of fundamental change in the private equity industry, major challenges faced by private equity firms today, and what may be in store as a next act for private equity. His discussion is based in part on the recent strategy+business article "The next winning move in private equity," which he co-authored with Strategy& Senior Partner Ken Favaro. Note: This podcast was originally published by Booz & Company in 2011.

In this episode, Gerald Adoph, Senior Partner and leader of Strategy&'s mergers and restructuring Group, interviews Kelley Mavros, a Strategy& Partner based in Chicago, on the topic of lean. The two discuss a client engagement in which lean was used in the post-merger integration of two global financial services operations. This is one of the first times lean has been used this way in the financial services industry. Note: This podcast was originally published by Booz & Company in 2011.

In this episode, J. Neely, a Partner at Strategy&, explores the private equity industry in light of Carlyle Group's recent IPO announcement. He discusses a number of topics including whether the Carlyle announcement is indicative of any kind of fundamental change in the private equity industry, major challenges faced by private equity firms today, and what may be in store as a next act for private equity. His discussion is based in part on the recent strategy+business article "The next winning move in private equity," which he co-authored with Strategy& Senior Partner Ken Favaro. Note: This podcast was originally published by Booz & Company in 2011.

In this episode, Gerald Adoph, Senior Partner and leader of Strategy&'s mergers and restructuring Group, interviews Kelley Mavros, a Strategy& Partner based in Chicago, on the topic of lean. The two discuss a client engagement in which lean was used in the post-merger integration of two global financial services operations. This is one of the first times lean has been used this way in the financial services industry. Note: This podcast was originally published by Booz & Company in 2011.

In this episode, Karim Sabbagh, a Senior Partner at Booz & Company based in the Middle East, shares the details of a client engagement where the firm assessed an international telecommunications company's portfolio of acquisitions. Topics include the initial assessment of the portfolio itself, recommendations for how the portfolio might be adjusted, whether this analysis impacted the company's investment strategy going forward, and overall lessons on managing such a portfolio.

In this episode, Karim Sabbagh shares the details of a client engagement where the firm assessed an international telecommunications company's portfolio of acquisitions. Topics include the initial assessment of the portfolio itself, recommendations for how the portfolio might be adjusted, whether this analysis impacted the company's investment strategy going forward, and overall lessons on managing such a portfolio. Note: This podcast was originally published by Booz & Company in 2011.

In this final episode of our 3-part series, J. Neely, a Partner at Strategy&, builds on the concept that coherence is the new scale in M&A by exploring transactions where this was achieved. He analyzes four specific consumer products deals driven by the concept of coherence, including well-known transactions such as Wrigley/Mars, to understand how each was successful and what lessons they might provide for the future. Note: This podcast was originally published by Booz & Company in 2010.

In this final episode of our 3-part series, J. Neely, a Partner at Booz & Company, builds on the concept that coherence is the new scale in M&A by exploring transactions where this was achieved. He analyzes four specific consumer products deals driven by the concept of coherence, including well-known transactions such as Wrigley/Mars, to understand how each was successful and what lessons they might provide for the future.

In this final episode of our 3-part series, J. Neely, a Partner at Strategy&, builds on the concept that coherence is the new scale in M&A by exploring transactions where this was achieved. He analyzes four specific consumer products deals driven by the concept of coherence, including well-known transactions such as Wrigley/Mars, to understand how each was successful and what lessons they might provide for the future. Note: This podcast was originally published by Booz & Company in 2010.

In this episode, Paul Leinwand, a Strategy& Senior Partner and author, interviews Gerry Adolph, Senior Partner and leader of the firm's mergers and restructuring group, about the value of taking a capabilities driven approach to the M&A space. Leinwand is co-author of the book The essential advantage: How to win with a capabilities-driven strategy. The two take on a number of important topics, including the popular concept of mergers driven by the idea of becoming too big to fail. Note: This podcast was originally published by Booz & Company in 2010.

In this episode, Paul Leinwand, a Booz & Company Partner and author, interviews Gerry Adolph, Senior Partner and leader of the firm's Mergers and Restructuring group, about the value of taking a capabilities-driven approach to the M&A space. Leinwand is co-author of the new book "The Essential Advantage: How to Win with a Capabilities-Driven Strategy." The two take on a number of important topics, including the popular concept of mergers driven by the idea of becoming too big to fail.

In this episode, Paul Leinwand, a Strategy& Senior Partner and author, interviews Gerry Adolph, Senior Partner and leader of the firm's mergers and restructuring group, about the value of taking a capabilities driven approach to the M&A space. Leinwand is co-author of the book The essential advantage: How to win with a capabilities-driven strategy. The two take on a number of important topics, including the popular concept of mergers driven by the idea of becoming too big to fail. Note: This podcast was originally published by Booz & Company in 2010.

In this second episode of a 3-part series, J. Neely, a Partner at Strategy&, discusses the trap of thinking that scale alone guarantees success in the consumer goods space. He explores topics including the idea that coherence is really the new scale in consumer goods, how companies are competing around capabilities today, and the extent to which organizations are gravitating away from scale alone in selecting M&A targets. Note: This podcast was originally published by Booz & Company in 2010.

In this second episode of a 3-part series, J. Neely, a Partner at Booz & Company, discusses the trap of thinking scale alone guarantees success in the consumer goods space. He explores topics including the idea that coherence is really the new scale in consumer goods, how companies are competing around capabilities today, and the extent to which organizations are gravitating away from scale alone in selecting M&A targets.

In this second episode of a 3-part series, J. Neely, a Partner at Strategy&, discusses the trap of thinking that scale alone guarantees success in the consumer goods space. He explores topics including the idea that coherence is really the new scale in consumer goods, how companies are competing around capabilities today, and the extent to which organizations are gravitating away from scale alone in selecting M&A targets. Note: This podcast was originally published by Booz & Company in 2010.