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How buyers can successfully navigate integrating a carve-out

Mckinsey and Company

For example, a pharmaceutical company and SMO established a close collaboration model, including shared locations, daily touchpoints, and full-day workshops. The IMO can partner with the SMO to define a single source of truth with critical milestones for both sides, including key deliverables and joint planning workshops.

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Divestitures & Carve-Outs: Top 4 Real-World Truths

M&A Leadership Council

The result: divestitures are often “fire sales,” where companies wait too long to divest and end up leaving money on the table. Sellers should start planning for a divestiture at least twelve months in advance. Successful divestors consistently report that they start planning their divestitures a year (or more) in advance.

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7 Critical Success Factors for Effective M&A Integration

M&A Leadership Council

This is the first time that key stakeholders hear an acquisition/merger is in the works. Unless activities are planned and launched quickly to stabilize the organizations, value starts eroding: lost sales, lost productivity, delayed decision-making, etc.