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Managing a Multi-Vertical M&A Strategy

Show Notes Of Podcast

Show notes:

00.00 - Intro

1.42.96 - Background

4.36.63 - Managing a Multi Vertical Strategy

8.08.90 - Governance of 3M

11.24.13 - Industry Prioritization of Leadership 

13.24.24 - Final Approval on Deals

17.14.67 - Gauging Fit for 3M

22.26.11 - How Leaders at 3M Assess Deals

24.00.09 - Leadership Taking Ownership of the Deals

28.01.10 - How to Prevent Biases on Doing Deals

30.39.81 - In-depth Guide to Read Team Process

36.46.95 - 3M’s view on Earn-outs

39.09.66 - Managing Deals During COVID

40.09.13 - Organizing Diversified Teams into Categories

42.54.57 - Measuring Success on Integration

45.17.21 - Best Practices 

48.51.75 - Craziest Thing in M&A

“Just because something happens you didn't expect, doesn't mean that your thesis was fundamentally flawed, it just means you have to course correct and adapt.”

How leaders at 3M assess deals

On this episode of M&A Science, Kison interviews Jerry Will, Vice President of Corporate Development at 3M, about managing a multi-vertical M&A strategy and what 3M's M&A strategy looks like. Together they discuss the governance of 3M, how the industry prioritizes leadership, and how the deal approval process works.

3M utilizes what they call a Red Team process as a way to prevent biases from overly optimistic leaders. In this exercise, the red team is a group of people assigned to convince the business leader not to do the deal. They are given an open platform with no restrictions on the arguments that they can make, and the data that they can access. 

Additionally, Kison and Jerry discuss how leadership takes ownership of deals and gauge whether the target company would be a fit for 3M. When it comes to prioritizing what industry to focus on, it all revolves around commitment to stakeholders and investors to deliver growth while looking at the fundamental strengths, strategic attractiveness, and the financial attractiveness of the market.

Finally, the interview closes out with a discussion on measuring integration success and best practices.

“Just because something happens you didn't expect, doesn't mean that your thesis was fundamentally flawed, it just means you have to course correct and adapt.”

How leaders at 3M assess deals

On this episode of M&A Science, Kison interviews Jerry Will, Vice President of Corporate Development at 3M, about managing a multi-vertical M&A strategy and what 3M's M&A strategy looks like. Together they discuss the governance of 3M, how the industry prioritizes leadership, and how the deal approval process works.

3M utilizes what they call a Red Team process as a way to prevent biases from overly optimistic leaders. In this exercise, the red team is a group of people assigned to convince the business leader not to do the deal. They are given an open platform with no restrictions on the arguments that they can make, and the data that they can access. 

Additionally, Kison and Jerry discuss how leadership takes ownership of deals and gauge whether the target company would be a fit for 3M. When it comes to prioritizing what industry to focus on, it all revolves around commitment to stakeholders and investors to deliver growth while looking at the fundamental strengths, strategic attractiveness, and the financial attractiveness of the market.

Finally, the interview closes out with a discussion on measuring integration success and best practices.

Show notes:

00.00 - Intro

1.42.96 - Background

4.36.63 - Managing a Multi Vertical Strategy

8.08.90 - Governance of 3M

11.24.13 - Industry Prioritization of Leadership 

13.24.24 - Final Approval on Deals

17.14.67 - Gauging Fit for 3M

22.26.11 - How Leaders at 3M Assess Deals

24.00.09 - Leadership Taking Ownership of the Deals

28.01.10 - How to Prevent Biases on Doing Deals

30.39.81 - In-depth Guide to Read Team Process

36.46.95 - 3M’s view on Earn-outs

39.09.66 - Managing Deals During COVID

40.09.13 - Organizing Diversified Teams into Categories

42.54.57 - Measuring Success on Integration

45.17.21 - Best Practices 

48.51.75 - Craziest Thing in M&A

“Just because something happens you didn't expect, doesn't mean that your thesis was fundamentally flawed, it just means you have to course correct and adapt.”

How leaders at 3M assess deals

On this episode of M&A Science, Kison interviews Jerry Will, Vice President of Corporate Development at 3M, about managing a multi-vertical M&A strategy and what 3M's M&A strategy looks like. Together they discuss the governance of 3M, how the industry prioritizes leadership, and how the deal approval process works.

3M utilizes what they call a Red Team process as a way to prevent biases from overly optimistic leaders. In this exercise, the red team is a group of people assigned to convince the business leader not to do the deal. They are given an open platform with no restrictions on the arguments that they can make, and the data that they can access. 

Additionally, Kison and Jerry discuss how leadership takes ownership of deals and gauge whether the target company would be a fit for 3M. When it comes to prioritizing what industry to focus on, it all revolves around commitment to stakeholders and investors to deliver growth while looking at the fundamental strengths, strategic attractiveness, and the financial attractiveness of the market.

Finally, the interview closes out with a discussion on measuring integration success and best practices.

Show notes:

00.00 - Intro

1.42.96 - Background

4.36.63 - Managing a Multi Vertical Strategy

8.08.90 - Governance of 3M

11.24.13 - Industry Prioritization of Leadership 

13.24.24 - Final Approval on Deals

17.14.67 - Gauging Fit for 3M

22.26.11 - How Leaders at 3M Assess Deals

24.00.09 - Leadership Taking Ownership of the Deals

28.01.10 - How to Prevent Biases on Doing Deals

30.39.81 - In-depth Guide to Read Team Process

36.46.95 - 3M’s view on Earn-outs

39.09.66 - Managing Deals During COVID

40.09.13 - Organizing Diversified Teams into Categories

42.54.57 - Measuring Success on Integration

45.17.21 - Best Practices 

48.51.75 - Craziest Thing in M&A

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