Topic: Mergers & acquisitions

Collaborating to create value: who is the client?
by on February 26th, 2011

Collaborating to create value: who is the client?

Now in our fourth year, we’re thinking a lot about how we collaborate to create value for our clients. One of things we’ve discovered is that: network-delivery models create hidden “clients” who can crowd out the needs of the actual, ultimate client. Here’s a story about hidden clients in a networked business situation:
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Robert just told me about his work with Jane. Jane is internal communications manager for a company involved in a merger. Her annual budget trebled for the merger period. She had a choice: enlarge her circle of advisors or ask an incumbent agency ...MORE >
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Acquisitions: a health warning
by on April 15th, 2010

Acquisitions: a health warning

Acquiring companies is a common way to drive growth into new markets, buttress market share and generally achieve a strategic vision. But does it actually work? And if not, why not? Continue reading →

In 1987, Harvard professor Michael Porter observed that between 50 and 60% of acquisitions were failures. There have been several other studies since then, and the results have continued to support his conclusions. In 1995, for example, Mercer Management Consulting noted that between 1984 ...MORE >
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Sideways glance: Kings Place and eBay
by on October 8th, 2008

Sideways glance: Kings Place and eBay

A coherent strategy is one that selects not simply what is included, but also, what to exclude. This applies for the box office and the boardroom. Continue reading →

Last week London’s newest arts centre Kings Place opened, and the FT’s Andrew Clark made it to the inaugural five-day festival. Here’s how Clark puts the venue on the map: “[T]he significance of Kings Place lies in the way its design reflects its ...MORE >
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