Tag: Acquisitions

Autonomous Teaser, Uber Data Breach, More M&A

Autonomous Teaser, Uber Data Breach, More M&A

Autonomous Teaser, Uber Data Breach, More M&A

In this edition of the CEORater Podcast we cover:

1.) Autonomous driving teaser..

2.) Perhaps Microsoft (MSFT) ought to acquire Anaplan and other SaaS/cloud Financial Management tools to create an upgrade glide path for Excel? We think so. Infor would do well to follow a similar M&A path.

3.) Uber the latest company to suffer a publicized data breach. We sound like a broken record regarding the subject of Cybersecurity.

4.) Meg Whitman steps down at HPE. IT Services and Technology-Enabled Services companies would be wise to acquire Enterprise Software companies. Such acquisitions would be margin accretive, EPS accretive, would bolster valuations and perhaps most importantly would begin to move the Services vendors out of the commodity services space and into a sector where they would own IP.

 

Culture Is King in Strategic M&A

Culture Is King in Strategic M&A

Cultural fit between merger/acquisition partners is essential in order to maximize the probability of a successful transaction. We define successful M&A transactions as those where the parties who agree to merge/be acquired have engaged employee bases that are motivated to work and create new products and services together. To engage with customers together. This goes beyond ROIC calculations. We cite the example of Amazon’s acquisition of WholeFoods as one that will “work” in no small part because the two companies share a similar culture.

A CEO Analysis: Part II

A CEO Analysis: Part II

My recent CEORater Podcast where I discussed various Attributes on the CEORater platform that speak to a given CEO’s leadership style. We cover two Attribute groups: “Strategy & Tactics” and “Investor-Related”:

We have incorporated these and other CEO Attributes into the CEORater platform (42 Attributes in total).

The CEO Attributes are based on my experience as an Equity Research Analyst where I covered several hundred public and private technology companies, as a senior executive working within a Mid-Cap technology company and more recently as a technology entrepreneur. Stay tuned for Part III.

 

 

The Three “I”s for Selecting Board Members

The Three “I”s for Selecting Board Members:
1.) Intellectual Curiosity
2.) Industry Experience
3.) Inquisitive

ibm-booth

IBM lacks Board members that have Software industry experience other than CEO Ginni Rometty. We recommend that IBM turn over its Board and replace BoD members with new members who have significant Software industry experience given that Software – particularly a strategic M&A plan focused on Software/SaaS/AI/ML/Info Services acquisitions – is likely what will lead IBM out of its malaise. If IBM does not address its BoD and Executive shortcomings proactively it is probable that an Activist investor will make changes for IBM – with or without the latter’s consent. Click HERE for our CEORater Podcast episode concerning the 3 “I”s.