In Mergercast 60, John Boxall, Deals Director at Strategy&amp;, PwC's strategy consulting business; Lori Bistis, Deals Director at PwC and ‎Paul Kennedy, Deals Partner at PwC, discuss megadeals, in the entertainment, media and communications sector; the challenges to remaining competitive, the types of deals that are prevalent, and key elements of successful integration.

Episode 60: Megadeals transforming the entertainment, media and communications sector

In Mergercast 59, Dr. Roman Friedrich, a Managing Director with Strategy&amp; Germany, based in Dusseldorf, and Rolf Meakin, Partner with Strategy&amp; UK, based in London, discuss the risks of a business-as-usual approach for telecoms, and the need to digitize, simplify and consolidate, if they wish to remain relevant.

Episode 59: The new paradigm for telecoms

In Mergercast 58, principals with PwC US Tom Hansson and Abhijeet Shekdar discuss the growth challenges large, well-established food and beverage companies are facing today and how to address them against a backdrop of changing consumer tastes, impatient capital markets, high cost structures and anemic top-line growth.

Episode 58: The shareholder value triple play

In Mergercast 57 Arjun Saxena and Doug Stotz, principals with PwC US, discuss a potentially game-changing dynamic: why the bank sector needs $600 billion worth of M&amp;A. The authors look at market forces transforming the sector, the unique challenge for smaller banks, and deal implications of new regulation.

Episode 57: Why the bank sector needs $600 billion worth of M&A

In Mergercast 55 principals with PwC US J. Neely and Paul Leinwand, who is a co-author of Strategy That Works, discuss how winning companies close the elusive strategy-to-execution gap, and how these relate to choices about M&amp;A.

Episode 55: Strategy That Works - How winning companies close the strategy-to-execution gap

In Mergercast 56 J.Neely, a principal with PwC US and Joerg Krings, a partner with PwC Strategy&amp; based in Munich, discuss the growing rationale for digital deal making, why, and the M&amp;A challenges when these companies get together.

Episode 56: Digital Deals - A New Frontier

In this two-part Mergercast series Thomas Flaherty, a principal with PwC US, discusses a popular method of value creation - divestitures. Part 1 discusses why carve-outs are growing in popularity, competitive considerations a company should address before conducting a divestiture, and how best a company can create addition by subtraction. Part 2 addresses the tricky business of execution.

Episode 54, Part 1: Divestitures - Hidden value and nasty surprises

Part 2 of this Mergercast series on divestitures addresses the tricky business of execution. Tom Flaherty, a principal with PwC's Strategy&amp;, discusses common mistakes made during the actual separation, planning for the unexpected, and what considerations are needed for the entity left behind to continue successfully. Part 1 discusses why carve-outs are growing in popularity.

Episode 54, Part 2: Divestitures - Hidden value and nasty surprises

Leading practitioners of Strategy&amp;, PwC's strategy consulting business, and principals with PwC US, Randy Starr and Hunter Hohlt discuss how in recent years companies across all sectors have been the target of activist investors. Citing examples in the Aerospace and Defense industry, they outline some of the business strategies employed by companies that make them particularly vulnerable, and tactics they can employ to decrease their attractiveness to activists.

Episode 53: Reducing your attractiveness to activists

In episode 52 of Strategy&amp;'s Mergercast, Larry Jones and Joe Duerr, leading practitioners in the strategic value consulting group of the PwC U.S. deals practice, discuss how companies can best utilize their most potent weapon against shareholder activists: insider knowledge.

Episode 52: A potent weapon against activists

Mergercast by Strategy&amp; is a podcast exploring the world of mergers, acquisitions and restructurings.  It is a talk show with each episode focusing on a specific area of M&amp;A/restructuring.

Mergercast by Strategy&

Simon Gillies discusses the importance of strategic due diligence in the merger process. Strategic due diligence is a third, critical component of the due diligence process, going beyond the traditional legal and financial reviews. It explores whether the potential of a transaction is realistic - or not.Originally published as: Strategic due diligence in the merger process, Booz Allen Hamilton, 2006.

Simon Gillies discusses the importance of strategic due diligence in the merger process. Strategic due diligence is a third, critical component of the due diligence process, going beyond the traditional legal and financial reviews. It explores whether the potential of a transaction is realistic - or not. Originally published as: Strategic due diligence in the merger process, Booz Allen Hamilton, 2006.

Episode 5: Strategic due diligence in the merger process

In this 50th episode of our show, Strategy&amp; Senior Partners Gerald Adolph and Tom Flaherty, Strategy&amp; Partner J Neely and PwC Deals Partner Gregg Nahass look back at the deals environment in 2006, the year the Mergercast by Strategy&amp; podcast was launched, and contrast it with the M&amp;A environment as it stands today. The four panelists also explore how the deal-making process has changed over that time, the importance of capabilities in mergers and acquisitions, the return of the megadeal, and the role of velocity and impatience in transactions.

Episode 50: A decade of M&A

Gerald Adolph, Senior Partner at Strategy&amp; and leader of the firm's global merger and restructuring practice, discusses the 10 merger imperatives as a framework for planning a merger and keeping it on track. The use of these imperatives allows the process to be broken down into a set of manageable components.Originally published as: The 10 merger imperatives, Booz Allen Hamilton, 2006.

Gerald Adolph, Senior Partner at Strategy&amp; and leader of the firm's global merger and restructuring practice, discusses the 10 merger imperatives as a framework for planning a merger and keeping it on track. The use of these imperatives allows the process to be broken down into a set of manageable components. Originally published as: The 10 merger imperatives, Booz Allen Hamilton, 2006.

Episode 6: The 10 merger imperatives

In this episode, Tom Flaherty, a Senior Partner at Strategy&amp;, discusses the concept of velocity and impatience as it impacts the deal environment. He approaches this topic, which is described in the book "Merge ahead: Mastering the five enduring trends of artful M&amp;A" by Gerald Adolph and Justin Pettit, by exploring: whether the pace of business has become too fast; the reason deals are closing more quickly today and its implications for merger integration; and the need for interlocking integration plans, ranging from immediate to 100-day and 1,000-day.Note: This podcast was originally published by Booz &amp; Company in 2009.

In this episode, Tom Flaherty, a Senior Partner at Strategy&amp;, discusses the concept of velocity and impatience as it impacts the deal environment. He approaches this topic, which is described in the book "Merge ahead: Mastering the five enduring trends of artful M&amp;A" by Gerald Adolph and Justin Pettit, by exploring: whether the pace of business has become too fast; the reason deals are closing more quickly today and its implications for merger integration; and the need for interlocking integration plans, ranging from immediate to 100-day and 1,000-day. Note: This podcast was originally published by Booz &amp; Company in 2009.

Episode 24: Velocity and impatience

In this episode, Gary Ahlquist, a Senior Partner at Strategy&amp;, discusses the surge in health provider M&amp;A he sees ahead. Gary speaks with host Gerald Adolph, Senior Partner and head of the firm's mergers and restructuring group, about the timing and scope of the expected boom, the macro trends behind this surge, industry-specific factors pushing institutions to do deals, and the importance of capabilities as a driver of these transactions.Note: This podcast was originally published by Booz &amp; Company in 2013.

In this episode, Gary Ahlquist, a Senior Partner at Strategy&amp;, discusses the surge in health provider M&amp;A he sees ahead. Gary speaks with host Gerald Adolph, Senior Partner and head of the firm's mergers and restructuring group, about the timing and scope of the expected boom, the macro trends behind this surge, industry-specific factors pushing institutions to do deals, and the importance of capabilities as a driver of these transactions. Note: This podcast was originally published by Booz &amp; Company in 2013.

Episode 42: Health provider M&A

In this episode, Gerald Adolph, a Senior Partner at Strategy&amp; and head of the firm's mergers and restructuring group, examines the importance of culture in merger integration. He discusses why culture is such a difficult issue, the ways culture can derail a merger where everything else is a good match, how companies should approach this challenge, and why many merging companies today are failing to properly address the issue of culture.Note: This podcast was originally published by Booz &amp; Company in 2013.

In this episode, Gerald Adolph, a Senior Partner at Strategy&amp; and head of the firm's mergers and restructuring group, examines the importance of culture in merger integration. He discusses why culture is such a difficult issue, the ways culture can derail a merger where everything else is a good match, how companies should approach this challenge, and why many merging companies today are failing to properly address the issue of culture. Note: This podcast was originally published by Booz &amp; Company in 2013.

Episode 43: The role of culture in integration

In episode 51 of Mergercast, principals with PwC US J Neely and John Jullens discuss the insights from Strategy&amp;'s study "Deals That Win". Focused on the role of capabilities in M&amp;A, the study reveals that achieving a capabilities fit in deals matters more than ever. In fact, deals that leveraged the buyer's key capabilities, or helped it acquire new ones, produced significantly better shareholder returns than the market, or deals with other rationales in mind.

Episode 51: Deals that win

In this episode, Gerald Adoph, Senior Partner and leader of Strategy&amp;'s mergers and restructuring Group, interviews Kelley Mavros, a Strategy&amp; Partner based in Chicago, on the topic of lean. The two discuss a client engagement in which lean was used in the post-merger integration of two global financial services operations. This is one of the first times lean has been used this way in the financial services industry.Note: This podcast was originally published by Booz &amp; Company in 2011.

In this episode, Gerald Adoph, Senior Partner and leader of Strategy&amp;'s mergers and restructuring Group, interviews Kelley Mavros, a Strategy&amp; Partner based in Chicago, on the topic of lean. The two discuss a client engagement in which lean was used in the post-merger integration of two global financial services operations. This is one of the first times lean has been used this way in the financial services industry. Note: This podcast was originally published by Booz &amp; Company in 2011.

Episode 36: Lean post merger integration

In this episode, Gerry Adolph, a Senior Partner at Strategy&amp; and leader of the firm's mergers and restructuring group, shares his insights on what boards of directors need to keep in mind as the M&amp;A environment continues to heat up. He addresses topics including the biggest risks for boards in looking at prospective transactions, how directors should assess different types of deals, what boards should consider when a suitor comes knocking, and how to deal with hostile transactions.Note: This podcast was originally published by Booz &amp; Company in 2010.

In this episode, Gerry Adolph, a Senior Partner at Strategy&amp; and leader of the firm's mergers and restructuring group, shares his insights on what boards of directors need to keep in mind as the M&amp;A environment continues to heat up. He addresses topics including the biggest risks for boards in looking at prospective transactions, how directors should assess different types of deals, what boards should consider when a suitor comes knocking, and how to deal with hostile transactions. Note: This podcast was originally published by Booz &amp; Company in 2010.

Episode 30: M&A and the board

In this episode, J. Neely, a Partner at Strategy&amp;, explores the private equity industry in light of Carlyle Group's recent IPO announcement. He discusses a number of topics including whether the Carlyle announcement is indicative of any kind of fundamental change in the private equity industry, major challenges faced by private equity firms today, and what may be in store as a next act for private equity. His discussion is based in part on the recent strategy+business article "The next winning move in private equity," which he co-authored with Strategy&amp; Senior Partner Ken Favaro.Note: This podcast was originally published by Booz &amp; Company in 2011.

In this episode, J. Neely, a Partner at Strategy&amp;, explores the private equity industry in light of Carlyle Group's recent IPO announcement. He discusses a number of topics including whether the Carlyle announcement is indicative of any kind of fundamental change in the private equity industry, major challenges faced by private equity firms today, and what may be in store as a next act for private equity. His discussion is based in part on the recent strategy+business article "The next winning move in private equity," which he co-authored with Strategy&amp; Senior Partner Ken Favaro. Note: This podcast was originally published by Booz &amp; Company in 2011.

Episode 37: The changing face of private equity

J Neely, Partner at Strategy&amp;, explains why divestitures in today's environment are much harder than they appear, potentially impacting not only the divested entity but the seller itself. Booz Allen has identified seven key hurdles to successful divestitures and J discusses several of them in detail during the interview.Originally published as: Seven reasons divestitures are harder than you think, Booz Allen Hamilton, 2007.

J Neely, Partner at Strategy&amp;, explains why divestitures in today's environment are much harder than they appear, potentially impacting not only the divested entity but the seller itself. Booz Allen has identified seven key hurdles to successful divestitures and J discusses several of them in detail during the interview. Originally published as: Seven reasons divestitures are harder than you think, Booz Allen Hamilton, 2007.

Episode 9: Seven reasons divestitures are harder than you think

Tom Flaherty, Senior Partner at Strategy&amp;, discusses the challenges facing merging utilities in the regulatory approval process. Success in this area requires tough negotiation supported by innovative proposals to ensure that both shareholders and customers are treated equitably.Originally published as: Value in the balance, Booz Allen Hamilton, 2007.

Tom Flaherty, Senior Partner at Strategy&amp;, discusses the challenges facing merging utilities in the regulatory approval process. Success in this area requires tough negotiation supported by innovative proposals to ensure that both shareholders and customers are treated equitably. Originally published as: Value in the balance, Booz Allen Hamilton, 2007.

Episode 7: Value in the balance

In this episode, J. Neely, a Partner at Strategy&amp;, examines the renewed interest in spinoffs seen in 2011, when a number of major companies announced plans to slim down their organizations.  He explores a number of topics including whether the spinoff trend will continue into 2012, strategies behind major 2011 spinoffs including Kraft and Sara Lee, other spinoff transactions of note such as Fortune Brands and McGraw Hill, and whether this spinoff trend suggests a move away from mergers and toward corporate shrinkage and pure-play competitors.Note: This podcast was originally published by Booz &amp; Company in 2011.

In this episode, J. Neely, a Partner at Strategy&amp;, examines the renewed interest in spinoffs seen in 2011, when a number of major companies announced plans to slim down their organizations. He explores a number of topics including whether the spinoff trend will continue into 2012, strategies behind major 2011 spinoffs including Kraft and Sara Lee, other spinoff transactions of note such as Fortune Brands and McGraw Hill, and whether this spinoff trend suggests a move away from mergers and toward corporate shrinkage and pure-play competitors. Note: This podcast was originally published by Booz &amp; Company in 2011.

Episode 38: Spinoffs

In this episode, John Corrigan, a Partner at Strategy&amp;, discusses the coming consolidation in the oil industry he sees on the horizon, prompted by recent deals such as Energy Transfer's $5.3 billion acquisition of Sunoco. He addresses a number of topics including the extent to which weakness in natural gas prices will drive industry mergers, over what time frame we'll see the rush to buy oil assets, and some ideas on likely targets in this consolidation.Note: This podcast was originally published by Booz &amp; Company in 2012.

In this episode, John Corrigan, a Partner at Strategy&amp;, discusses the coming consolidation in the oil industry he sees on the horizon, prompted by recent deals such as Energy Transfer's $5.3 billion acquisition of Sunoco. He addresses a number of topics including the extent to which weakness in natural gas prices will drive industry mergers, over what time frame we'll see the rush to buy oil assets, and some ideas on likely targets in this consolidation. Note: This podcast was originally published by Booz &amp; Company in 2012.

Episode 41: Oil industry consolidation

Gerald Adolph, a Senior Partner at Strategy&amp; and leader of the firm's mergers and restructuring group, discusses the concept of merganic growth, which is described in his new book with co-author Justin Pettit titled "Merge ahead: Mastering the five enduring trends of artful M&amp;A" (McGraw Hill, June 2009). Topics include: the extent to which a merganic growth plan is a necessity today, the biggest mistakes to avoid in adopting merganic growth, and building the skills necessary to be a successful merganic acquirer.Note: This podcast was originally published by Booz &amp; Company in 2009.

Gerald Adolph, a Senior Partner at Strategy&amp; and leader of the firm's mergers and restructuring group, discusses the concept of merganic growth, which is described in his new book with co-author Justin Pettit titled "Merge ahead: Mastering the five enduring trends of artful M&amp;A" (McGraw Hill, June 2009). Topics include: the extent to which a merganic growth plan is a necessity today, the biggest mistakes to avoid in adopting merganic growth, and building the skills necessary to be a successful merganic acquirer. Note: This podcast was originally published by Booz &amp; Company in 2009.

Episode 23: Merganic growth

In this episode, Ahmad Filsoof, a Principal at Strategy&amp; based in Chicago, describes a methodology for companies looking to divest a part of their business that centers on the capabilities that come with that asset. He explores the importance of a capabilities-centered approach and discusses in detail the five steps that comprise such a process: capability scoping, baseline analysis, option analysis, transition planning, and buyer engagement. This approach was first addressed in a recent strategy+business article.Note: This podcast was originally published by Booz &amp; Company in 2014.

In this episode, Ahmad Filsoof, a Principal at Strategy&amp; based in Chicago, describes a methodology for companies looking to divest a part of their business that centers on the capabilities that come with that asset. He explores the importance of a capabilities-centered approach and discusses in detail the five steps that comprise such a process: capability scoping, baseline analysis, option analysis, transition planning, and buyer engagement. This approach was first addressed in a recent strategy+business article. Note: This podcast was originally published by Booz &amp; Company in 2014.

Episode 47: The secret to successful divestitures

In this episode, J Neely, a Partner at Strategy&amp;, discusses the challenge of pre-close merger integration when one side is being uncooperative. He addresses a number of topics including the drivers behind uncooperative behavior, the types of deals in which this might occur, how big a threat lack of cooperation can be to a successful integration, and the steps management should take to address this issue before it becomes a major problem.Note: This podcast was originally published by Booz &amp; Company in 2013.

In this episode, J Neely, a Partner at Strategy&amp;, discusses the challenge of pre-close merger integration when one side is being uncooperative. He addresses a number of topics including the drivers behind uncooperative behavior, the types of deals in which this might occur, how big a threat lack of cooperation can be to a successful integration, and the steps management should take to address this issue before it becomes a major problem. Note: This podcast was originally published by Booz &amp; Company in 2013.

Episode 44: Merger integration with an uncooperative partner

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