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Featured Organization, Postmerger  Article, winning m&a
Running a winning M&A shop

March 2008

Picking up the pace of M&A requires big changes in a company’s processes and organization—even if the deals are smaller.

Featured Organization, Postmerger  Article, multilocal management
The multilocal challenge: Managing cross-border functions

March 2008

Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability.

Featured Organization, Postmerger  Article, steel interview ArcelorMittal
Integrating steel giants: An interview with the ArcelorMittal postmerger managers

February 2008

The merger of two large, complementary companies presented an unusual challenge: sustaining growth as well as focusing on integration and cost savings.

The Archive

2007
When Chinese companies go global: An interview with Lenovo's Mary Ma Premium Content

April 2007

CFO Ma describes the unique challenges awaiting Chinese companies that seek growth through international acquisitions.

2006
Are companies getting better at M&A?

December 2006

The latest boom in merger activity appears to be creating more value for the shareholders of the acquiring companies.

Successful mergers start at the top Premium Content

November 2006

A cohesive top-management team is essential for integrating acquisitions successfully.

The elusive art of postmerger leadership

November 2006

Mergers that appear to be successful in the short term often destroy value later on. By concentrating on five issues, CEOs and top teams can increase the odds of a genuinely happy ending.

Helping China's companies master global M&A Premium Content

August 2006

As they go global, their hardest challenge is to integrate the management of their domestic and foreign businesses.

2004
Where mergers go wrong Premium Content

May 2004

Most buyers routinely overvalue the synergies to be had from acquisitions. They should learn from experience.

2003
Tying the knot: IT systems in a merger Premium Content

November 2003

Two senior J. P. Morgan Chase executives explain how a worldwide team set the stage for transforming the merged firm’s IT organization.

2002
Keeping your sales force after the merger

November 2002

Merging companies should look to their revenues, not just their costs.

2001
Why mergers fail

November 2001

Is the belief that mergers drive revenue growth a delusion?

2000
The hidden value in postmerger pricing Premium Content

November 2000

Postmerger pricing can contribute as much as 30 percent of the value of all synergies realized by merger deals. Why is it usually neglected?

The people problem in mergers Premium Content

November 2000

If key employees don’t feel that they have been kept in the loop after a merger, they will probably start honing their resumes.

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