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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%,...
Jump-start your next deal with independent M&A consultants and experts from business talent group.
Disrupting long-stable industries can be invigorating, but for many of those industries’ incumbent organizations, it’s also a sudden wake-up call. Businesses that are bigger and better-established...
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 Talent Group (BTG) is the leading marketplace that connects independent management consultants, subject matter experts, and executives with top companies to solve their biggest problems.
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....
In the data-intensive field of early-stage M&A work, it can be daunting to decide which metrics to focus on. It’s also crucial to your ability to assess opportunities and create plans that truly...
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...
Over the past few years, the life science industry has witnessed unprecedented pharma M&A activity. Both 2015 and 2016 saw a wave of consolidation—driven largely by specialty pharma companies,...
Culture is widely recognized as an integral component of organizational effectiveness. So why does it derail so many mergers and acquisitions?
An acquisition swelled this F500 hospitality giant’s headcount by 50%. The organization was committed to its unique culture, but its HR team was struggling to efficiently integrate the new...
A leading industrial company faced unchartered waters: for the first time, it was making a substantial “carve-out acquisition” from a competitor. The internal acquisition team had only handled...
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...
A global Life Science company was relocating after a split. The head of business operations needed help coordinating 12 different workstreams related to the move, including office stacking, food...
The dynamic culture at this biotech company creates opportunities for employees as they rotate responsibilities and projects. It also creates opportunities for the external consultants the company...
The head of Corporate Development for a F500 B2B company needed to prioritize and act on several potential deals. He began by making two full-time hires dedicated to M&A. But realizing how...
A world-class research hospital needed to formalize their approach to technology and innovation investments. Could they develop a standardized framework that both streamlined their quantitative...
The head of corporate development at a global manufacturing conglomerate wanted to bolster the company’s medical devices portfolio by expanding into a high-growth market that was adjacent to their...
A Big Three consulting firm developed the growth strategy for this F500 B2B company—and identified an acquisition target to support it. But the VP of business development needed a more...
