Farsam Farschtschian

They are maxims of the successful corporate leader: good managers always focus on their companies, never on themselves; good managers view themselves as being servants to, rather than masters of, the whole; and good managers run their businesses with the goal of achieving long-term success, not as if their companies were short-term profit-generating machines. In this collection, Fredmund Malik and Farsam Farschtschian focus on one exemplary manager: Helmut Maucher, the former Nestle CEO who turned his company into a powerful global enterprise without being distracted by passing fads. The resulting book - a combination of interviews, essays, and other works by Maucher - offers a unique exchange of ideas between three of the world's corporate management pioneers.

Empirical research shows that two thirds – some claim even four fifths – of all acquisitions fail. Bad acquisitions can spell disaster for a company, but if successful, they can lead to healthy growth, enhanced competitiveness and a world market position. Despite the vast amount of academic and practical research on M&A, there are still no adequate theories to explain this continued trend of failure. In fact, although success factors have been broadly researched and are well known, most work still concentrates on them without concomitantly touching upon the necessary governance structure which enables their effective deployment. This is crucial. In order to determine what constitutes an effective board and governance structure, extensive qualitative fieldwork was carried out through discussions with some of the most renowned international CEOs and Chairmen. From this, two in-depth analyses of prominent cases are made, one of extraordinary success and the other of integral failure. The business leaders' management approaches are scrutinised, revealing significant differences between what worked and what did not, and recommendations are derived for improved corporate governance. The author's conclusions sharply illustrate the limits and challenge the inadequacies of current business practice, revealing gaps between mainstream theory and the reality of the boardroom. Due to his innovative approach, the study is praised by practitioners for itsadditions to strategic management understanding and its provision of effective tools for boards and managers.

Despite the fact that mergers and acquisitions are a crucial part of the modern business landscape, the factors that can make the difference between success and failure remain little understood - as evidenced by the disappointing outcomes of the majority of acquisitions. With "The Secret of Successful Acquisitions", Farsam Farschtschian focuses on the role of corporate boards in mergers - and his surprising conclusions reveal the inadequacies of current corporate governance, while also highlighting the gap between mainstream management theory and actual board practices. The book concludes with a set of recommendations for improvement, aimed at top management, which will make the volume of value to businessmen as well as to scholars.

Empirical research shows that two thirds – some claim even four fifths – of all acquisitions fail. Bad acquisitions can spell disaster for a company, but if successful, they can lead to healthy growth, enhanced competitiveness and a world market position. Despite the vast amount of academic and practical research on M&A, there are still no adequate theories to explain this continued trend of failure. In fact, although success factors have been broadly researched and are well known, most work still concentrates on them without concomitantly touching upon the necessary governance structure which enables their effective deployment. This is crucial. In order to determine what constitutes an effective board and governance structure, extensive qualitative fieldwork was carried out through discussions with some of the most renowned international CEOs and Chairmen. From this, two in-depth analyses of prominent cases are made, one of extraordinary success and the other of integral failure. The business leaders' management approaches are scrutinised, revealing significant differences between what worked and what did not, and recommendations are derived for improved corporate governance. The author's conclusions sharply illustrate the limits and challenge the inadequacies of current business practice, revealing gaps between mainstream theory and the reality of the boardroom. Due to his innovative approach, the study is praised by practitioners for itsadditions to strategic management understanding and its provision of effective tools for boards and managers.