Build a company that matters -- meaning your product is superior to a comparable product at an acquirer.
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Create the perception of competitive interest in your company. This can be real or fake.
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The perception of competitive interest drives the speed and valuation of the acquisition.
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The best outcomes occur when an acquirer believe they have no other choice but to acquire your company.
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The stages of an acquisition are the same as with all major life transitions - an end, a neutral zone and a new beginning.
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Acquirers want to pay as little as possible, and they want all the money to be paid slowly to employees to retain them.
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Investors and employees want to be paid the most possible and all upfront so they can pursue other opportunities.
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Often what’s good for you personally or good for your ongoing team increases the likelihood of the acquisition being successful.
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Assume that at all points in a deal process you are being lied to by the acquirer.
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If your acquirer is a large public company, assume that they are a disorganized group of individuals with conflicting incentives
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Most acquisitions fail. And those failures are usually the fault of the acquiring management team.
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Acquirers often have poor discipline in deal evaluation, execution, and integration, and getting any of those wrong can result in a failed acquisition.
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Assuming the worst increases the likelihood that both sides bring the necessary discipline to make the deal execution and integration a success.
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Strong startups usually have smaller teams with better than average performers. However, large company performance management systems are designed under the assumption that the majority of their employees are average.
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If you don’t maintain control of hiring, firing and performance management, you won’t deliver the growth you signed up for in an acquisition.
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The same skills that helped you build a company will make you successful in a large company. In short, be an entrepreneur.
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The difference between an acquired entrepreneur and entrepreneurial executive is that the former often can’t be fired for any reason other than Cause.
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When you are unfireable, you can tell the truth without fear of typical corporate repercussions. Truth-telling is one of the most powerful ways to be effective in a large organization.
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At large companies, internal resources are rarely appropriately allocated, leveraged and/or optimized. A powerful post-acquisition growth driver is to find and take control of forgotten, underleveraged or poorly managed assets.
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Large company accounting can often lead to unnatural and sub-optimal outcomes, and savvy executives know that acquired companies are easy targets for synergies and cost-savings.
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Perhaps the most surreal and surprising part of an acquisition process is how impersonal it is. The day everyone gets paid, everything occurs digitally and there is essentially no human interaction involved in the process.
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When you sell a company you’ve created for a material amount of money, it’s a rare occurrence and nobody (including investors who do this for a living) know how to behave. While you will never forget the years of hard work, late nights and tough decisions, everyone else will.
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Acquisitions are (yet another) important time to lead by example and acknowledge all those who contributed to your success. Thank everyone -- employees, investors, advisors, competitors and those who rejected you. Thank the haters for helping you raise your game.
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নতুন কথা-বার্তা -
লোড হতে বেশ কিছুক্ষণ সময় নিচ্ছে।
টুইটার তার ক্ষমতার বাইরে চলে গেছে বা কোনো সাময়িক সমস্যার সম্মুখীন হয়েছে আবার চেষ্টা করুন বা আরও তথ্যের জন্য টুইটারের স্থিতি দেখুন।