Divestitures have quietly become one of the most effective ways for organisations to create value, not just for buyers, but for sellers themselves. For years, they were treated as the unglamorous counterpart to acquisitions: something you did when a business underperformed, when capital was tight, or when the board demanded simplification. They were framed as defensive moves, executed reluctantly and explained apologetically.
Read the full paper hereSellers Advantage: Creating Value Before the Deal
