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.
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.
Organisational Intelligence, impacting Mergers & Acquisitions