This article is a couple of years old, but the topic of IT agility is more important than ever in the merger and acquisition space.
Businesses are increasingly under pressure to deliver value to stakeholders, particularly when undertaking bold initiatives such as mergers, acquisitions or asset disposals. This is the case not only for corporate acquirers but also for private equity (PE) firms, whose strategy is leaning toward add on acquisitions as a means of growing their portfolio companies.
Among the fundamental change brought on by mergers and acquisitions (M&A), management teams often require significant effort in restructuring or streamlining operations of acquired businesses to deliver success in the absence of financial engineering. But given the challenging success rate of M&A activity delivering realised value to organisations in the short and medium term how can those parties involve in M&A actually deliver realised value?
More of the Information Age article from Tony Qui