Mergers & Acquisition

Organisational intelligence underpins value creation

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.

We can help! Workbench has been designed to gather and generate organisational insights for Board / C-Suite decision makers to help them take prompt and highly targeted action based on contextualised data analytics.

By having the organisational insights from both buy & sell-side parties Workbench helps identify where to focus efforts for improvement and hot spots of existing strengths, and continuously measure and track the success of your key initiatives.

Systemically embedding key strategic themes based on data drives organisational motivation, conviction, supports communication efforts whilst supporting timely and successful company integration and resulting change programmes.
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Lost value

$400m
$400m of revenue lost year over year by the buying company when there is a large cultural mismatch.

Organisational mismatch

38%
Thirty eight percent of revenue lost year over year by the buying company when there is a large cultural mismatch.

Cultural alignment

58%
Fifty eight percent of revenue lost year over year by the buying company when there is a large cultural mismatch.