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This profile was last updated on 1/28/03  and contains information from public web pages and contributions from the ZoomInfo community.

Mr. Justin Jenk

Wrong Justin Jenk?
 
Background

Employment History

Education

  • BA Hons
    Oxford University
  • MBA
    Harvard
14 Total References
Web References
CHIEF EXECUTIVE - CEO WIRE
www.ceonewswire.net, 28 Jan 2003 [cached]
Instead, companies should approach divestment as part of a long-term strategy, not a near-term fix as in the case of Vivendi, which is selling off assets to remain solvent, advises Justin Jenk, head of Accenture's M&A unit in Europe."If you're constantly trying to catch up to some debt figure, it becomes problematic," he says, "because you can't then think about, What have I got these assets for?How am I going to grow the business?"
When weighing a divestment, a company should consider several questions, says Jenk, including: Have we got some unusual competitive advantage by continuing to own this entity?And, if we didn't already own this business, would we buy it at the current market price?
Looking forward, only 27 percent of the senior executives polled said their companies are considering divestments as part of their strategy.In many cases, observes Jenk, CEOs oversee acquisitions and CFOs handle divestments-suggesting that acquiring is seen as more important, or glorious, than selling.Instead, he says, a CEO should approach it as "I can do one or the other and neither by itself is bad; it's how I then execute."
Welcome to The Nation
www.nationmultimedia.com, 13 June 2002 [cached]
"Companies talk about the strategic rationale behind a deal but in reality, testing those hypotheses quickly gives way to discussions about deal structure and getting the deal done," said Justin Jenk, partner in Accenture's strategy practice."In other words, they focus on financial due diligence and historic data instead of focusing on future trends and sources of future revenues."
Jenk said strategic due diligence was fundamental to the success of any M&A deal, yet it appeared that many companies failed to apply the appropriate resources and rigor to this aspect of transactions.
In addition, companies want to be diligent about the strategy and executive board of M&A deals, but not all companies can accomplish both.According to the survey, 11 per cent of the executives surveyed said strategic integrity was the most important factor in accomplishing a successful M&A, while 20 per cent said executional excellence was the key.
Accenture's survey suggests that both are equally important."Our analysis of specific industries leads us to conclude that those who understand that an effective strategy is as important as execution stand a better chance of succeeding in the deals," Jenk said.
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Yahoo - M&A Activity May Grow
biz.yahoo.com, 2 June 2002 [cached]
Justin Jenk, Accenture's head of M&A and corporate strategy, said that awareness could ultimately lead executives to focus less on instant bottom line results and more on how to capture synergies.
"We see a deal not as a transaction, but as a continuum," Jenk said."The trick is to have the confidence and the discipline to step back and say, 'Am I getting carried away with things?"'
The study showed executives are becoming increasingly aware that most failed deals stem from errors during the merger due diligence phase, or the pre-merger review of a target company's historical and financial records, Jenk said.The traditional due diligence frequently ignores exactly what steps will need to be taken to successfully implement a merger after it's announced, Jenk noted.
In fact, the study showed 83 percent of the respondents were not able to distinguish between the different value levers -- or strategic rationale -- for doing a deal.
"People tend to be looking for hidden surprises and legal mine fields, as opposed to what they are going to do with the business and create value," Jenk said."You can look at habitual, successful acquirers and they have a very good system.They have the confidence to do a deal, and the confidence to say, 'No."'
Still, despite better pre-deal preparation, there is still much improvement to be made, Accenture said.Only 11 percent of the executives surveyed said strategic integrity was the most important factor to completing deals, while 20 percent said execution excellence was the key.
Contacts
www.impact-sharing.com, 18 Mar 2001 [cached]
Justin Jenk , Accenture's head of Mergers & Acquisitions Europe , describes what happens pre-deal & during the deal making process.Bio and Photo.
11 : 00 - 11 : 45
Coffee
11 : 45 - 12 : 45
Justin Jenk is a Senior ...
www.integra-sourcing.co.uk [cached]
Justin Jenk is a Senior Partner at Boreal Ltd; offering investment & advisory services. Mr. Jenk is a seasoned & experienced professional having been a business angel, CEO of a publicly quoted company, a Senior Principal with McKinsey & Co, Business Partner with Accenture and manager at the Swire Group. Mr. Jenk has worked across various industries across Greater Europe, Asia and the Americas. Mr. Jenk holds an MBA from Harvard and a BA Hons from Oxford University.
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