Derrick Hall satisfied with Dbacks buying and se

first_img Derrick Hall satisfied with D-backs’ buying and selling Grace expects Greinke trade to have emotional impact An open letter from Carson Palmer.Carson calls it a career » https://t.co/3tkaqIqQaD#CheersToCarson pic.twitter.com/9m8Qs5yWpQ— Arizona Cardinals (@AZCardinals) January 2, 2018The announcement comes a day after head coach Bruce Arians announced his on Monday.Like Arians, Palmer is calling it a career after five years with the Cardinals. Top Stories Palmer was acquired from the Oakland Raiders on April 2, 2013, for a 2013 sixth-round pick and a conditional pick in the 2014 NFL Draft.In his first season, Palmer led the Cardinals to a 10-6 record. His 4,274 yards passing that season made him the first player in NFL history to throw for at least 4,000 yards for three different teams.The 2014 season would be the first haunted by injuries. Two days after he received a three-year $50 million extension, he re-tore his ACL against the St. Louis Rams and would miss the rest of the season. Even without Palmer, the Cardinals would reach the playoffs with a record of 11-5, falling to the Carolina Panthers in the Wild Card round.Palmer would have the best season of his career in 2015. His 4,671 yards and 35 touchdowns were a franchise record. He went 13-3 as a starter, making his third Pro Bowl.For his success, he received one vote for the NFL’s MVP award, with one other vote going to Patriots quarterback Tom Brady and the other 48 going to the award winner, Panthers quarterback Cam Newton.He helped lead the Cardinals to a 26-20 overtime win over the Green Bay Packers in the NFC Divisional Round, him and Arians’ lone playoff win in the Valley. In that game, Palmer went 25-of-41 for 349 yards with three touchdowns and two interceptions. His 75-yard pass to Larry Fitzgerald opened overtime and a five-yard touchdown pass to Fitzgerald two plays later won the game. Arizona Cardinals quarterback Carson Palmer announced his retirement Tuesday.The Cardinals tweeted out an open letter from Palmer. Palmer’s 2016 saw him regress down to 4,233 yards with 26 touchdowns and 14 interceptions. The team went 7-8-1.This season, Palmer played in seven games, throwing for 1,978 yards, nine touchdowns and seven interceptions. He sat out the rest of the season after breaking his arm against the Los Angeles Rams in Week 7.The 38-year-old threw for more than 46,000 yards and 294 touchdowns in his 15-year career.Some of his many Cardinals records include the most seasons with 4,000 or more passing yards (three) and most games with 400 or more passing yards (three).Palmer signed a one-year extension in 2016 that would have had him play through the 2018 season.Cardinals quarterbacks Drew Stanton, Blaine Gabbert and Matt Barkley are not all under contract for next season. Former Cardinals kicker Phil Dawson retires The 5: Takeaways from the Coyotes’ introduction of Alex Meruelo Arizona Cardinals quarterback Carson Palmer (3) leaves the field injured during the first half of an NFL football game against Los Angeles Rams at Twickenham Stadium in London, Sunday Oct. 22, 2017. (AP Photo/Matt Dunham) 78 Comments   Share   last_img read more

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5 Mistakes that Can Ruin Your Acquisition and How to Avoid Them

first_imgTech companies of all stages and sizes are faced with the build vs. partner vs. buy decision, and for many, buying can be a great path. Dell’s announcement of its plan to acquire EMC for $67 billion has unsurprisingly sparked discussion around the odds of success, and is sure to renew some debate about M&A as a strategy in general.Done right, acquiring people and technology can add tremendous value. But, in spite of sound investment rationale or attractive valuations, things often don’t go as planned — up to 50 to 80% of the time depending on who you ask. Otherwise smart deals are often derailed by the following common, but avoidable pitfalls:1. Failing to Pre-integrateNo one will argue the importance of effective integration. This is where your deal moves from the conceptual stage to reality, and where value is actually realized.Contrary to popular belief, though, integration should begin before the deal closes. Way before. Most acquiring companies fail to realize this or can’t execute on it because they’re so focused on completing due diligence, getting required approvals, negotiating the documents and doing all of the other things necessary for closing (a rushed, complicated and stressful process in and of itself).But, early planning is critical for identifying problems that can put the deal at risk. As are delegating responsibility to your team and agreeing to goals and success metrics.Start involving your integration folks in the diligence process (ideally it’s the same team) several weeks before close. Use the time to allocate work streams, call out impediments or looming post-close issues, share concerns and opinions and focus on nailing post-close Day 1 (where you should prioritize the smooth on-boarding of new employees and a clear communication plan).A detailed, multi-functional (HR, finance, IT, etc.) integration plan should be prepared and reviewed before the deal itself is even approved.2. Lack of an Accountable & Incentivized Integration TeamAcquirers – especially less experienced ones where M&A isn’t a core competency – often fail to establish, enable and incentivize the right integration task force. Integration is a large, difficult process that requires many hands. If folks aren’t interested in carving out time from their day to day to help, it won’t work.Pick a point person to project manage. Underneath the point, tap functional leads for HR, IT, Product, Sales & Marketing and Finance. Under those leads should be earmarked resources that can execute all of the necessary steps like on-boarding people, combining lab environments, merging or transitioning back-office systems, managing customer hand-off and so forth.Enable the team by agreeing to allocate their time. Hold them accountable by setting metrics and processes for measurement (more on that below). And consider incentivizing them with compensation or other rewards tied to the deal’s success.3. Ineffective Communication of Vision & GoalsIt’s common to assume everyone involved knows enough about why the acquisition is happening, how it improves the company’s prospects and what constitutes success. But communication must go beyond just senior management and the board.If the folks doing the blocking and tackling don’t understand the purpose of the deal or they feel late to the party, they won’t buy in or take time from their day jobs to properly execute.Develop a communication plan and consider including the following steps:Deliver a pre-close, firm-wide presentation to existing employees that describes rationale, defines objectives and answers questionsUpon close, do the same for acquired employees, and include a section on human resources that kicks off the on-boarding process; the goal here is to paint a vision for the combined business and start generating excitement (rather than fear)Circulate a set of FAQs with responses for folks to refer back toImmediately address how key customer accounts will be handled4. No Agreed-upon (or Poorly Defined) Metrics for Measuring SuccessThere should be a discussion among stakeholders about how to define and measure the acquisition’s success. It seems obvious, but in many cases acquirers move forward without an agreed-to set of clear KPIs, which limits transparency and removes true accountability.Performance metrics should always tie back to the deal thesis and key value drivers. Some common types include:Revenue and profit targetsProduct integration milestones (features, timelines, etc.)Customer retentionTimeline milestones for back-end ops / systems integrationEmployee retentionCross-sell deals closedIt’s also important to develop a cadence and format for communicating progress to key stakeholders such as monthly board calls, weekly integration team meetings and / or regular updates to management.5. Mismanaging the ‘People’ Part of the EquationHuman capital is usually one of the largest value drivers in an acquisition. If you take special care to manage and integrate intellectual property, technology and customers, why wouldn’t you do the same with key employees?After using the diligence process to identify the most important and talented people, you should align incentives to promote their retention and empower them with the right level of responsibility. These people in turn will be critical towards retaining and motivating others. They also know the business better than anyone, and will need to be part of integration and planning processes.Consider holding 1:1 meetings as early as possible with key people. In addition to creating an environment of inclusion, it will enable you to hear opinions and ideas, communicate a vision, answer questions and discuss the rest of the team.Mergers and acquisitions can be daunting and stressful, particularly for employees who are left out of the loop. But, avoiding these common pitfalls will put your merger on the path to success.AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThislast_img read more

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