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Escaping merger and acquisition madness

John G. Lynch (John Lynch, a principal at the Hawthorne Group, specializes in the areas of corporate strategy and mergers and acquisitions (Pallium@aol.com). He has held senior management positions in a number of multi‐national companies.)
Barbara Lind (Barbara Lind is President of The Hawthorne Group, a consulting firm located in Medford, Massachusetts (a suburb of Boston) that focuses on mergers and acquisitions, strategy development, business and technology driven change, and HR strategy (BJLind@HawthGroup.com).)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 April 2002

Abstract

Is the average M&A adventure just an executive ego trip? Is it management folly, or can it be done so that it reliably produces growth? A model presented here may help executives who are engaged in making acquisitions and making them work navigate the shoals of mergers and acquisitions more successfully.

Keywords

Citation

Lynch, J.G. and Lind, B. (2002), "Escaping merger and acquisition madness", Strategy & Leadership, Vol. 30 No. 2, pp. 5-12. https://doi.org/10.1108/10878570210422094

Publisher

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MCB UP Ltd

Copyright © 2002, MCB UP Limited