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CFO
February 1, 2011
Randy Myers |
Integration Acceleration Why successful M&A now depends on getting your ducks in a row as early as possible.   |
Bank Systems & Technology
January 14, 2004
Peggy Bresnick Kendler |
Managing M&As Technology is playing an increasingly important role in the revived M&A market in financial services. |
Bank Systems & Technology
January 29, 2005
MacPherson, Perry & Phelan |
Doing Diligence Attempts to buy growth through M&As take forethought and care. At its best, an effective bank merger is a backstage production - smooth, well-orchestrated and invisible to an audience of consumers. |
Financial Planning
February 1, 2005
John J. Bowen |
Purchasing Power If you want to expand your financial advisory business by acquiring another firm, look before you leap. |
Bank Systems & Technology
September 29, 2005
Peggy Bresnick Kendler |
Mergers & Acquisitions An interview with five financial industry specialists on technology assets as drivers behind a merger or acquisition and how integrating systems post-merger often presents the biggest challenge to realizing the value of a deal. |
CFO
September 1, 2005
Kate O'Sullivan |
Secrets of the M&A Masters The hard-won lessons of frequent acquirers can cut through the clutter of acquisition statistics and theory and serve as practical deal-making guidelines. |
Bank Systems & Technology
May 7, 2009
Maria Bruno-Britz |
In M&A, Special Attention Must Also Be Paid to Integrating Outsourcers' Tech A series of reports from Morrison & Foerster details trends in the financial services outsourcing industry, one of which emphasizes the importance of IT harmonization at merged entities. |
HBS Working Knowledge
March 27, 2006
Adolph, Elrod & Neely |
Nine Steps to Prevent Merger Failure Understanding execution risks is a critical first step toward a successful merger: Sin number one: no guiding principles... Sin number two: no ground rules... Sin number three: not sweating the details... etc. |
HBS Working Knowledge
May 3, 2004
Cullinan Et Al. |
The Secrets of Great Due Diligence Sealing the deal is the easy part. But first comes due diligence. Here's how to calculate your target's stand-alone value. A Harvard Business Review excerpt. |
CIO
December 23, 2008
David F. Carr |
What IT Leaders Need to Know About Getting Mergers Done Right Whether it's a shotgun merger or a planned acquisition, chances are you're not ready for it. Here's how to change that. |
U.S. Banker
April 2008
Joseph Rosta |
Financial Mergers & Acquisitions Dry Up It's a hostile merger and acquisition world out there and the depressed bank and thrift market has not been spared. |
CIO
August 15, 2002
Ben Worthen |
Mergers and Acquisitions Many of the CIO-100 honorees were thrust into the theater of integration following a merger. These companies shared the same urgent pace of integration as they streamlined processes and combined systems. |
CFO
December 1, 2004
Kris Frieswick |
Is Fair Value Flawed? Some say FASB's reform proposals for merger-and-acquisition expense-reporting could stifle corporate management planning. |
Bank Systems & Technology
November 20, 2008
Maria Bruno-Britz |
Risk and Customers Key Considerations in Mergers Whether a bank acquires another under duress or a merger occurs for more practical reasons around synergies and cost savings, there are several best practices banks should keep in mind to make the process less painful. |
CFO
Roy Harris |
A Lesson Before Buying University executive-education programs tackle one of the business world's toughest jobs: teaching M&A... |
The Motley Fool
October 16, 2010
Jeremy Phillips |
Time to Sell Progress Energy? Let's focus on Progress Energy and evaluate its price, valuation, margins, and liquidity to search for danger signs. |
CFO
March 1, 2005
Don Durfee |
A Question of Value Over 20 years, technology and technique have greatly improved the ability to price targets accurately for a merger. |
Wall Street & Technology
July 1, 2005
Christopher Wrenn |
Infrastructure Integration Many corporations are daunted by the challenges of integrating their technology infrastructures with their business processes. In the end, however, the benefits are worth the risks. Here are four recommendations for success when undertaking an enterprisewide integration project. |
Financial Planning
February 1, 2005
David Grau |
Research Assignment When buying or selling a financial advisory firm, due diligence may be the most important thing you do before signing on the dotted line. |
CIO
August 15, 2002
Lafe Low |
The Integration Imperative For this year's CIO-100 honorees, integration is no longer a choice -- it's an obligation. And that means far more than merely connecting systems. It means marrying IT strategy to business goals. Not an easy task, but once achieved, the payoff is huge. |
National Real Estate Investor
February 1, 2006
Benjamin J. M. Dutton |
Drama Over Due Diligence Commercial real estate investors should recognize that current standards are the minimum requirement, and may not provide them with adequate due diligence. Investors should ensure that due diligence evaluations completed are all-encompassing in nature. |
Financial Advisor
April 2006
David DeVoe |
True Value Understanding what drives the value of your financial advisory firm will not only increase your payday when you sell, it will also increase the firm's profitability -- and consequently, your compensation -- each year you continue to own the business. |
Search Engine Watch
September 20, 2007
John Tawadros |
Searching for Options: Integration Spells Sweet Success Choosing a search marketing vendor requires careful consideration of how they will integrate with your other marketing efforts. |
Salon.com
November 21, 2002
Farhad Manjoo |
The Homeland Security merger mess A Harvard analyst says government consolidation won't improve the fight against terrorism quickly, and maybe not at all. The reason: Most big corporate mergers fail. |
Fast Company
February 2001
George Anders |
Weak Companies, Strong Mergers? ...The crucial next step requires knowing how to merge fast and well. In the Internet economy, that means more than changing a logo or reconciling two chief executives' egos to the fact that they can't both be boss... |
CRM
July 2003
Martin Schneider |
Getting IT Together Integration is a four-letter word in the world of CRM, but it doesn't have to be. What follows are the real issues behind integrating CRM solutions with an enterprise's existing systems, and how to simplify what could otherwise grind CRM initiatives to a halt. |
CFO
July 1, 2004
Roy Harris |
Won't Get Fooled Again Burned by due-diligence failures, some companies install safeguards against merger surprises. |
