This afternoon at 2 p.m. EDT, we'll present another in our ongoing series of Webinars on corporate development topics. The topic: effective deal integration in a shifting economy. I'll be moderating, and our panelists will be Timothy Payne, vice president, global acquisitions integration management, LexisNexis Group; Gerald Adolph, senior partner, Booz & Co.; and Dino Mauricio, managing director, M&A integration, Getzler Henrich & Associates.
And have we got a program for you. After a sharp falloff in M&A activity brought on by the financial crisis, strategic buyers are returning to the market. As they do, we're seeing the integration lessons companies learned over the last decade applied, tested and built upon in a new generation of deals.
Take, for example, the pending acquisition of Wyeth (NYSE:WYE) by Pfizer Inc. (NYSE:PFE), which will create
two distinct R&D organizations -- one for pharma and one for biopharma -- in an attempt to avoid the R&D slowdowns that plagued earlier mergers.
Or the contrast between a couple of big IT services deals. When Hewlett-Packard Co. (NYSE:HPQ) bought Electronic Data Systems for $13.9
billion in 2008, it planned to run EDS as a separate brand and unit, with EDS CEO Robert Rittenmeyer in charge. But it changed course dramatically in December of 2008, announcing Rittenmeyer's retirement and the absorption of EDS into HP's services unit. Last month the EDS name was retired in favor of the moniker H.P. Enterprise Services.
Dell Inc. (NASDAQ:DELL), which last month announced the purchase of Perot Systems Corp. (NYSE:PER), has announced a standalone plan for its new unit like the one HP started with. Will it too change course?
Probably not, since it has nothing like the services portfolio HP had even before it added EDS.
That issue -- which integration model to apply under which circumstances, and how to make it work -- will be at the heart of our discussion. Login details are
here. Hope you can join us. -
Kenneth Klee
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