The merger masterclass
As more and more firms begin to consider a merger as a strategic possibility, Ian Mouland outlines the key issues for senior management to think about in order to make the process a success
It is a fact that much consolidation has taken place in the legal marketplace over the past 20 years. Twenty years ago, it was common for small, strong niche firms to thrive alongside some of their larger counterparts. It was not considered strange for strong partners such as Julian Holy, Keir McGuinness or Stephen Finch to leave well-established firms and set up on their own. These new firms could realistically compete with – and indeed sometimes out-perform – their larger rivals.
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