When the Deal Closes but the Strategy Doesn't: Rethinking How Executives Approach M&A Risk
Mergers and acquisitions are among the most consequential decisions a leadership team will ever make, yet the frameworks governing due diligence routinely miss the human and strategic dimensions that ultimately determine success. Understanding why these failures persist — and how to architect accountability mechanisms that surface misalignment early — is no longer optional for organizations serious about long-term value creation.