Business Integration Resources

When a large pharmaceutical firm acquired a biotech company spanning the US and China, the Director of Quality and Global Lead for End-to-End Integration needed a project manager to integrate...

Seven months after acquiring a multi-billion-dollar company and using a strategy consulting firm for the pre-close and post-close integration, the board and executive teams of an F100 company...

Statistically speaking, most merger integrations fail—between 70% and 90%, according to McKinsey and Harvard Business Review. What’s worse, those numbers are consistent in study after study… and...

Business transformation and organizational change initiatives are necessarily complex. Change management consultants can be invaluable to their success.

A global pharmaceutical company acquired a large company, and though company leaders had managed smaller integrations through an integration management office (IMO), they needed broader...

An international consulting firm was seeking a senior leader to support a post-merger integration for their client, a beauty retailer and pharmacy chain based in the UK. Following several years of...

A multinational medical company specializing in eye care products acquired a medical device firm and needed help streamlining the global integration plan across four international markets in EMEA...

When you’re looking to grow, a merger or acquisition deal can be an attractive proposition. But the unfortunate truth is that most mergers and acquisitions fail—anywhere between 70% and 90%,...

Post-merger integration is risky even for the well-prepared. Today’s deals are more complex than ever, and their value is always threatened by turnover, missed targets, and misaligned priorities....

Business Talent Group’s independent consultants can help at all stages of the M&A lifecycle, but one place where they excel is at the start of a deal—or before, as executives seek to validate...

The Integration team at an acquisitive networking company was looking to reduce its reliance on traditional consulting firms. Yet workflow was uneven, and the Corporate Strategy office did not...

The executive team at a major agricultural conglomerate was re-examining how it managed enterprise data and processes. With the help of a Big Three consulting firm, the team crafted a strategic...

A multi-million-dollar pharmaceutical company was in talks to acquire an orphan drug manufacturer with a pipeline asset that was about to launch in Europe. The company’s corporate development team...