The McKinsey Quarterly

McKinsey Quarterly is the business journal of McKinsey & Company.

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January 2010

Some Asian companies take a different approach to M&A outside their borders.

January 2010

A strong foundation for M&A in 2010

When adjusted for market capitalization, M&A activity among corporations was stable in 2009—and fundamentals point to continued strength in 2010.
January 2010

M&A teams: When small is beautiful

Large M&A departments aren’t essential for making successful acquisitions.

Includes:
October 2009

Mastering sales force integration in a merger

Companies can seize the opportunity in mergers by involving employees and customers in the integration process, retaining critical staff, generating momentum by quickly winning key accounts, and serving the right customers in the right way.
March 2008

Running a winning M&A shop

Picking up the pace of M&A requires big changes in a company’s processes and organization—even if the deals are smaller.

Includes:

March 2008

The multilocal challenge: Managing cross-border functions

Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability.
February 2008

Integrating steel giants: An interview with the ArcelorMittal postmerger managers

The merger of two large, complementary companies presented an unusual challenge: sustaining growth as well as focusing on integration and cost savings.

April 2007

When Chinese companies go global: An interview with Lenovo’s Mary Ma

CFO Ma describes the unique challenges awaiting Chinese companies that seek growth through international acquisitions.

December 2006

Are companies getting better at M&A?

The latest boom in merger activity appears to be creating more value for the shareholders of the acquiring companies.

Includes:
November 2006

Successful mergers start at the top

A cohesive top-management team is essential for integrating acquisitions successfully.

Includes:
November 2006

The elusive art of postmerger leadership

Mergers that appear to be successful in the short term often destroy value later on. By concentrating on five issues, CEOs and top teams can increase the odds of a genuinely happy ending.
August 2006

Helping China’s companies master global M&A

As they go global, their hardest challenge is to integrate the management of their domestic and foreign businesses.

May 2004

Where mergers go wrong

Most buyers routinely overvalue the synergies to be had from acquisitions. They should learn from experience.

November 2003

Tying the knot: IT systems in a merger

Two senior J. P. Morgan Chase executives explain how a worldwide team set the stage for transforming the merged firm’s IT organization.

November 2002

Keeping your sales force after the merger

Merging companies should look to their revenues, not just their costs.

November 2001

Why mergers fail

Is the belief that mergers drive revenue growth a delusion?

November 2000

The hidden value in postmerger pricing

Postmerger pricing can contribute as much as 30 percent of the value of all synergies realized by merger deals. Why is it usually neglected?
November 2000

The people problem in mergers

If key employees don’t feel that they have been kept in the loop after a merger, they will probably start honing their resumes.