Abstract
Abisola Aworinde, executive director of May Clinics Ltd. (MCL) had initiated several programmes to transform the healthcare institution and position it as a leading healthcare organization in Lagos, Nigeria. One of the major challenges he and the MCL management team faced was how best to drive the expansion of the hospital, with an ambitious goal to increase the number of hospitals they operated from two to fifteen within three years. They opted for mergers and acquisitions, using a hub and spoke model, but faced several challenges as they sought to complete their first acquisition deal. Aworinde must now decide which of the two deals being considered should be prioritized, ensuring that decisions met not only the investment criteria and strategic objectives of his institution, but also those of the target institutions.
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