Harvard Business Review on Mergers & Acquisitions | Dennis Carey, Robert J. Aiello, ...

Harvard Business Review on Mergers & Acquisitions | Dennis Carey, Robert J. Aiello, ... | Useful

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Harvard Business R...

	Harvard Business Review on Mergers & Acquisitions Dennis Carey, Robert J. Aiello, ... Harvard Business School Press, 2001 - 224 pages average customer review:based on 4 reviews view larger image
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Almost every day the papers report another merger, buyout, or joint venture. It's difficult enough to keep track of who owns which company, but it's even more difficult to know if your own company should join in the game. From valuation to integration, this collection helps managers think through what such a strategic move would mean for their organizations.

The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.

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Next best thing . . .

. . . to hanging around with a bunch of practicioners swapping war stories and advise/wisedom/opinion. As the other reviewer said, the advise is at times contradictory, which is exactly what you get from talking to the professionals who do this all the time. There are some thing which everyone agrees on, and much of the rest is personal style.

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A good review of some old classics. The articles are helpful in building a strong foundation in the subject.

Good insights - lacks continuity - falls short

This book has a a few very informative articles/chapters. It virtually covers the entire M&A continuum from deal strategy through post merger integration. It has a fatal flaw however due to its format and that is a lack of consistency from one section to the next. By jumping from one author to another, the reader is subjected to guidance that is often contradicted or not considered a few chapters later by another author. That is why I prefer books offering guidance on the subject from a thoughtleader or practitioner who can walk me through the entire process from beginning to end. I am comforted knowing I am not being plied with theory that will be refuted 30 pages later. The book does include some very learned insights from previous authors of HBR articles, which most of us have read before but fails to include others such as Drs. Mark Feldman, Pat Gaughin, David Greenspan, Mark Clemente and Jac Fitz-Enz who are some of the finest minds and true heavyweights in the fields of culture, process, organizational development, and integration. I know because- as a Harvard alumna and corporate strategist for 20 years - I have worked as an employee alongside some of these M&A pioneers at such firms as AT&T, Lucent, IBM, and Citibank watching them give birth to the M&A scriptures. Each has penned their guidance in other less lofty titles which take the reader the whole way through the M&A experience while sharing successes, failures, theory, and case studies. This book is impressive to put on one's shelf and it does indeed have some very practical applications for today's corporate combinations. Yet the comprehensive guidance offered by these other authors eclipses the magazine-like compilation contained herein. It sorely misses their contributions.

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