The life sciences industries are running rampant with transactional activity. Reports of new ownership of products, portfolios, or companies by acquisition, merger, or planned merger or acquisition make headlines on almost a daily basis. From the outside looking in, M&A activity is becoming “business as usual.” As with other aspects of the daily grind, however, the inside perspective tells a far different story: these mergers and acquisitions are fraught with a number of surprises—not the least of which is “what devil is (or how many devils are) in the details.”
In today’s life sciences industry, mergers and acquisitions are becoming ever more prevalent as a means to ensure that strategic, operational, and financial goals are met, and that customers and patients have the products they need. The planning and execution of a partnership is often vetted thoroughly in terms of complementary product lines, financial goals, strategy for market presence, and access for those who need it.