It is widely accepted that many mergers and acquisitions result in financial disappointment. Company A buys Company B only to sell it off five to six years later as it was not possible to generate the expected synergies or cost savings. Indeed numerous research and business school studies have show M&As to be a high risk business strategy. In this high level report Mark Thomas explains that so often shareholder value is destroyed not at the strategic or deal making phase but rather in the execution and implementation phase. Using many real life examples such as AOL & TimeWarner and Daimler Chrysler he highlights the importance of evaluating the cultural, organisation and people challenges of attempting a merger or acquisition. Too often and despite the widely acknowledged research evidence many senior managers continue to under-estimate the implementation challenges. Mark's report provides a highly focused analysis of the classic traps
and pitfalls to avoid.