How to achieve value behind the deal during merger integration

Mergers and acquisitions have long been a part of the oil and gas industry. For the most part, however, mergers have been asset plays - acquisitions to round out a portfolio. In these cases, post-merger integration became an exercise of assimilating the acquired property or company. Recent deals, ho...

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Bibliographic Details
Published in:The Oil & gas journal 1998-09, Vol.96 (37), p.21
Main Authors: Brunsman, Barry, Sanderson, Scott, Van De Voorde, Mark
Format: Magazinearticle
Language:English
Subjects:
Acquisitions & mergers
Competition
Competitive advantage
Gas industry
Industrywide conditions
Information technology
Infrastructure
International
Market positioning
Mechanics
Objectives
Oil and gas industry
Petroleum industry
Stockholders
Success
Trends
Value creation
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Summary:Mergers and acquisitions have long been a part of the oil and gas industry. For the most part, however, mergers have been asset plays - acquisitions to round out a portfolio. In these cases, post-merger integration became an exercise of assimilating the acquired property or company. Recent deals, however, are quite different from past asset plays. These megadeals and the downstream joint ventures in the US and Europe involve much more than assimilating a new asset base. The success of these deals will depend on quickly rallying organizations with different strategies, management models, organization designs, operations models, and supporting infrastructure around the objectives of the deal. What the merging companies in the oil and gas industry face is described, as well as the process through which these issues can be addressed and resolved.
ISSN:0030-1388
1944-9151