![]() ![]() It therefore pays to be watchful of M&A trends. But even if your company is intent on pure organic growth, M&A by your competitors, or by technology-emboldened upstart companies crossing over into traditional industries, could threaten and disrupt your company’s prospects. Very often, people perceive M&A as a proactive tool - whether or not to use, when and how to use. How deeply will supply chains reconfigure? Which Asian countries are resourceful and agile enough to weather the volatile international changes? Which internet models and players will prevail? Will the financial markets help or hinder? Which countries, which industries and which specific companies will financial capital favor, or penalize? Views on these kinds of issues should precede a discussion on whether and how M&A should be employed and the best in-house counsels should be front and center with the rest of senior management in re-evaluating, revising and honing their companies’ strategic planning during these complex times. Corporations, credit lenders and institutional investors are all facing complex, new challenges to their business strategies, and ultimately to their competitive positions. But even before Covid-19’s bolt out of the blue, the confluence of rising trade frictions, growing de-globalisation, tightening geopolitical tensions and daring central bank monetary policies was already pushing countries’ economies akilter. April 12, 2022Īs the world wrestles with the Covid-19 pandemic, many economists, political analysts and pundits continue to speculate about permanent changes to business patterns and consumer behavior.
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