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“M&A professionals are accustomed to two-dimensional deals, acquiring something in a traditional transaction. This is much different than structuring and managing a venture as an ongoing-relationship. The nature of a joint venture or strategic alliance is much more complex and subtle than an acquisition.”
Continue Reading →“Large organizations can suffer from inertia when it comes to new areas and cross business deals”
Continue Reading →“When you think about growth in emerging markets, it’s about the lower class becoming middle class, and as that happens, the demand for electricity and gasoline goes up”
Continue Reading →“Integration planning actually starts the minute you start thinking about the deal. Integration planning is within the visible organization, so it’s a fluid exchange of timely information about the status of the deal”
Continue Reading →“I’m a firm believer that the CFO’s role includes being involved in and leading many of the business strategies. In finance, we’re driving strategies and business decisions, and all of that has to do with how you’re going to run your operations and what your research is telling you. You have to be in sync with all of those aspects of the business in order to make the right financial decisions.”
Continue Reading →“The earlier finance is brought in on a deal, the more influence they can exert to determine whether the business understands the market demand for and profitability of the acquired products or services. Finance involvement, from co-leading the diligence process to achieving synergies to measuring post-acquisition success, is on the rise.”
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