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Across the oil and gas industry, many companies are buckling under the steep decline in commodity prices. Forty-two companies filed for bankruptcy in 2015. And with oil prices hovering near 10-year lows, that number could potentially quadruple this year.
Technology has been integral to M&A success for decades. Today its importance seems to expand with every deal, drawing technology executives increasingly into the center of complex mergers, acquisitions, and divestitures.
As many organizations close their books, the final numbers are often coming together late in the information production process, giving executives a short time frame—sometimes just 24 hours—to cram for earnings calls.
The stakes are high in life sciences mergers and acquisitions (M&A). To justify the record premiums on M&A deals, targets and acquirers need to work together to accelerate synergy capture.
Although mergers and acquisitions (M&A) deals are fueled by anticipations of revenue growth, successful revenue synergy capture continues to remain elusive. We surveyed more than 300 executives from both large and small public and private companies to find out what it takes to be successful.
