Mergers And Acquisitions Quotes

“Companies should consider merger and acquisition (M&A) opportunities carefully because these strategic moves can have a significant impact on their operations and financial health. Thorough evaluation helps mitigate risks, ensure alignment with business objectives, and maximize the potential benefits, ultimately leading to successful integration and growth.”
― Hendrith Vanlon Smith Jr.

“The world is now being dominated by few Giant organizations that influence and dectate our consuming behavior.”
― Ashraf Haggag, No Place To Stand Alone: Historical Mergers and Acquisitions in Different Corporate Markets

“A successful merger or acquisition is defined by integration. It's about how well the two entities can integrate with one another and achieve unity.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“When post-M&A integration realities are not holistically planned for pre-M&A integration, the resulting risk is that the markets' initial valuation of the new entity may far exceed the adjusted valuation of the new entity a few years post-integration. And we all know what that means for shareholders.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“Failure to address technical debt in M&A transactions has led to the demise of many deals.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“When the due diligence process fails to account for a holistic set of data, then the leaders are incapable of having a holistic sense of how successful the deal may be, and what chance of success the new entity may have.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“When a new entity fails to achieve synergy after a merge, the probability of its continuity is nil.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“A company divided against itself cannot experience continuity.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“The power of the big fish in general to regroup is hardly restricted to banking. When Standard Oil was broken up in 1911, the immediate effect was to replace a national monopoly with a number of regional monopolies controlled by many of the same Wall Street interests. Ultimately, the regional monopolies regrouped: In 1999 Exxon (formerly Standard Oil Company of New Jersey) and Mobil (formerly Standard Oil Company of New York) reconvened in one of the largest mergers in US history. In 1961 Kyso (formerly Standard Oil of Kentucky) was purchased by Chevron (formerly Standard Oil of California); and in the 1960s and 1970s Sohio (formerly Standard Oil of Ohio) was bought by British Petroleum (BP), which then, in 1998, merged with Amoco (formerly Standard Oil of Indiana).

The tale of AT&T is similar. As the result of an antitrust settlement with the government, on January 1, 1984, AT&T spun off its local operations so as to create seven so-called Baby Bells. But the Baby Bells quickly began to merge and regroup. By 2006 four of the Baby Bells were reunited with their parent company AT&T, and two others (Bell Atlantic and NYNEX) merged to form Verizon.

So the hope that you can make a banking breakup stick (even if it were to be achieved) flies in the face of some pretty daunting experience. Also, note carefully a major political fact: The time when traditional reformers had enough power to make tough banking regulation really work was the time when progressive politics still had the powerful institutional backing of strong labor unions.

But as we have seen, that time is long ago and far away.”
― Gar Alperovitz, What Then Must We Do?: Straight Talk about the Next American Revolution

“Merging two companies into one is not just a technical or a legal combination. It's like a sperm and an egg coming together to create a new body. We have to ask ourselves, how does a sperm and an egg become a single cohesive person? And how does that person, with all of its separate parts, exist as and operate as one single cohesive living unit? And we have to ask ourselves, how can we make that happen for this company?”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“A merger is not a mere arithmetic addition of balance sheets; it's a profound organizational rebirth or resurrection. For the elite Private Equity firm, an acquisition represents the necessary death of the acquired organizations stagnant paradigm so that a more vital, dominant entity may be born.”
― Hendrith Vanlon Smith Jr.

“An organization does not exist inside of a vacuum. Success in M&A requires continuous scanning of the "Macro-Environment.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework

“Are you searching for trusted, experienced business representation in the Denver, CO area? Scheid Cleveland, LLC has the most experienced and professional business attorneys in the area. Visit today for more information and to learn how we can help you today.”
― Scheid Cleveland, LLC

“Finally, the legitimization of the corporate holding company [1890] established a business structure that lessened the threat of competition by allowing for the elimination of competitors. The merger movement followed and horizontal combinations of productive capability reorganized industry into large blocks of corporate power.”
― Donald Stabile, Prophets of Order

“After a partnership dispute, most of the partners will leave the alliance but not their arrogance.”
― amit kalantri, Wealth of Words

“In partnership disputes, most of the partners will leave the alliance but not their arrogance”
― Amit Kalantri, Wealth of Words

“Acquisition, acquisition, acquisition, merger! Until there was only one business left in every field.”
― Vincent H. O'Neil, A Pause in the Perpetual Rotation

“This new era of M&A is one where operational architecture outweighs financial engineering. It's about real transformation, and channeling that transformation toward alpha.”
― Hendrith Vanlon Smith Jr., GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework