134 LAWYERS GROUP LLC
WHO WE ARE
We are of the opinion that the M&A track record of many corporates, which consists of successes but also of many failures, demonstrates the need for a more prominent role of Supervisory Boards.
WHAT DO WE DO
M&A is an important strategic option that companies can leverage to make necessary leaps in the competitive marketplace. It can help companies to obtain a higher market share and a broader customer base, and gain access to new technology, products and distribution channels.
Yet, at the same time, M&A is very risky and many deals fail, sometimes bringing companies to the brink of failure. Reasons for failure vary and range from opportunistic M&A and overpayment to poor integration.
For many companies mergers and acquisitions are irregular events for which they lack capabilities and processes. This is compounded by biases in M&A that cloud M&A decision-making, such as deal fever, tunnel vision and strong incentives to complete a deal.
Frequent acquirers on average create more value from acquisitions than infrequent acquirers because they are better able to avoid pitfalls and capture more value from deals than infrequent acquirers. Companies can learn how to become successful in mergers and acquisitions and turn their M&A capabilities into a competitive advantage.
Developing M&A capabilities requires the development of skills, organizational structures - i.e. the departments and functions involved - roles, processes, procedures and templates throughout all the phases of a transaction, coupled with structures to institutionalize learning from prior transactions