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Thought leadership tips from an expert
Bernard Salt is Australia's pre-eminent thought leader on consumer and demographic trends and represents KPMG at conferences around the globe to share his insights. Here he shares his views on what it takes to become a thought leader and some valuable tips on how to get there.

Life Changes on a Dime
Random thoughts on life and entrepreneurship
Communicating Your Corporate Sustainability Strategy
As more companies publicly disclose their corporate social responsibility and sustainability efforts in annual reports, press releases, investor presentations and marketing collateral it will be crucial for good communications. There is a risk of under-and-over stating your sustainability story to the public. Increasingly the general public and all stakeholders are becoming more educated on best practices in corporate governance, social responsibility, environmental management, and sustainable business models and practices.

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Impact of Culture on Mergers and Acquisitions
no matter how adept top executives have been in working the art of Mergers and Acquisitions (M&A), many are now singing the post M&A blues. According to a KPMG International study, 83% of mergers and acquisitions fail due to mismanagement of cultures. Merging balance sheets it turns out is far easier than merging cultures. Executives must therefore analyze the culture of the two companies before considering a merger or acquisition.
Thought leadership tips from an expert
Bernard Salt is Australia's pre-eminent thought leader on consumer and demographic trends and represents KPMG at conferences around the globe to share his insights. Here he shares his views on what it takes to become a thought leader and some valuable tips on how to get there.

Mergers and Acquisitions: Understanding the Essentials of Strategy and Execution in the M&A Ecosystem: Part 1 of 4
It’s hard to name many business transactions that are as risky and complex as mergers and acquisitions (M&A). Over 85% of M&A deals fail, according to a recent study on M&A outcomes by KPMG. Another study, by A.T. Kearney, found that the total return to shareholders on 115 global M&A transactions was negative 58%. These astounding numbers are enough to make any organization think twice. Despite the grim statistics, there are many compelling reasons to attempt an M&A transaction, but they must be done with and understanding of the risks and challenges involved. In this first installment of a four part series, we will begin by building some M&A foundations and define the ecosystem of an M&A transaction.
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