At a time of unparalleled uncertainty and market volatility the ability to design and successfully execute an M&A transaction is a crucial lever in an organisation’s strategic armoury.
M&A doesn’t always live up to the expectations of key stakeholders. Whilst financial and technology reengineering is integrated into post-merger planning, organisational reengineering is emerging as a key tenant of both strategy and execution focus.
Gathering critical Board level insights as to the existing state of each party organisation across key attributes such as people, organisation, leadership, and technology, innovation and culture, and the patterns of interaction of each is becoming recognised as a missing element in M&A.
Organisational Intelligence, impacting Mergers & Acquisitions