Completed Project
Mergers, Acquisitions, and Divestments
Every merger or acquisition promises to create value from synergy of some kind, and yet all the statistics show that successes are in the minority and failure can be catastrophically expensive.
Our research reveals that success depends on the way businesses are integrated after the deal has been done, and it therefore depends on the people who will do the difficult and unheralded work of integration.
We have identified four domains in which opportunities to create value through M&A may be present.
We also advise the CIO around the tricky topic of divestment. Security, risk analysis, outsourcing and BPM are amongst the areas where the CIO will play a key role.
Published Research
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In Detail
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Final Report
Realising the Value: The IT Contribution to Mergers, Acquisitions and Divestments
01 Mar 2003 |
Every merger or acquisition promises to create value from synergy of some kind, and yet all the statistics show that successes are in the minority and failure can be catastrophically expensive.
Our research reveals that success depends on the way businesses are integrated after the deal has been done, and it therefore depends on the people who will do the difficult and unheralded work of integration.
In this report we identify four domains in which opportunities to create value through M&A may be present. We also advise the CIO around the tricky topic of divestment.
Security, risk analysis, outsourcing and BPM are amongst the areas where the CIO will play a key role.