Habits of the busiest acquirers

July 2006 - The McKinsey Quarterly - A thin line divides the kind of merger that nurtures a company's growth from one that destroys value. No surprise, then, that M&A practitioners go to great lengths to tilt the odds in their favor. They hire world-class M&A teams, modify the organizational design of their companies, or add systems, tools, and processes to smooth integration and to accelerate the capture of synergies. Yet a merger's performance over time is subject to so many variables that it's difficult to analyze whether such moves really work. Read More.