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The bottom line on a merger’s success is whether it creates value for the shareholders.
Stock market volatility. It can create gut-wrenching angst for the coolest heads on Wall Street. So it’s no surprise that last fall’s nosedives and subsequent rebounds put seasoned mergers and acquisitions specialists to the test: Make a deal now, or wait for a calmer ride ahead?
There’s a world of buyers and sellers out there. But in mergers and acquisitions, timing is everything.
Directors have two major responsibilities regarding Year 2000. Make sure the bank is in compliance. Then make sure everyone knows it.
The rules of profitability change in a recession, making the director’s job much tougher. To stay ahead of the game, we’ve boiled down three important areas on which bank boards should be keeping a close collective eye.
In today’s global economy, there are many reasons why transcontinental mergers make sense. But don’t expect them to take over banking in the United States just yet. Foreign acquirors are likely to be highly selective about which mergers are a strategic and cultural fit.
The tendency of many directors has been to leave technology issues to the experts. Today, boards need to know enough to ask the right questions. Having at least one board member with technology expertise is a wise move.
The travels and travails of a former banker who put a lifetime of experience to work around the globe.
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