Beyond the Deal Brazil
Av. Paulista, 726
01310-100, Sao Paulo
+55 (11) 94562-0302
61348 Bad Homburg v.d.H.
+49 (0) 6172 688 9060
La Grande Arche,
+33 (0) 1 40 90 30 30
Integration is one of the most comprehensive types of change that any business undertakes, and success is driven by communication, collaboration, compromise, and mutual support; all leading to the famous (and notoriously elusive) ‘1+1=3’. It requires not just a high level of capability and commitment from business leaders as individuals, it also demands strong, highly-performing management teams from the top down.
Why do so many restructuring initiatives fail? The problems sometimes lie not in poor execution, nor even in the implementation of the wrong business model, but rather in a fundamentally flawed business model design process.
Treating integration as ‘just another project’ is unlikely to be enough to deliver the results you are looking for. But when you dig beneath the factors driving integration success or failure – even those in which the ‘softer’ issues predominate – you find some core elements that any project manager will recognise.
While the jury remains out regarding the ultimate impact the current global recession will have on the economies of India, China, and other emerging markets, the evidence suggests that, for the next few years at least, emerging market firms will be at least as aggressive, if not more so, in acquiring struggling Western businesses and assets to further their emergence as global players. How they choose to integrate may demonstrate significant differences to “Western” best practice.
Assessing the genuine long-term performance of M&A is notoriously challenging. Beyond the Deal presents new thinking on a universal, balanced-scorecard approach.
It doesn’t matter whether you are a complete novice or a seasoned veteran, there is always a new twist, or set of circumstances that makes every divestiture uniquely challenging, frustrating, maddening even. But also great fun and certainly career enhancing. That is, if you get it right. In this paper, Toby Tester shares the top 20 questions to ask if your organisation is contemplating a divestiture.
In this article, Stephan Jansen, our German Partner leading Beyond the Deal’s sell-side services, presents the 7 key strategies a seller must consider in order to run a divestiture process that is quick, efficient and likely to complete regardless of the size of the asset. He highlights the main differences and viewpoints of large corporations and SMEs, discusses common mistakes that should be avoided and concludes with the top requirements for divestiture success.
You are about to set off on a journey that will radically change your business – a merger or acquisition. It’s a daunting prospect and for managers and employees alike, the uncertainty leading up to the deal and the integration afterwards is worrying and uncomfortable.
In this paper developed jointly by Beyond the Deal and Connectwell, we highlight ten ‘communication myths’ in M&A, explain the danger in following them and provide some simple ways to ensure that in planning your communications before, during and after the deal you give your acquisition – and the integration that follows it – the best start.
Mergers and acquisitions often fail because an inappropriate integration strategy is chosen or, worse still, no conscious strategy is adopted, leaving the final form of the combined organisation to shape itself.
All acquisitions begin with widespread confidence that the deal will deliver benefits more quickly and reliably than any other route available at the time. Yet, through market booms and recessions, surveys consistently show success rates remaining stubbornly low. Here’s Beyond the Deal’s thinking on practical steps that can be taken to get back on track.
Distressed Acquisition & Integration – cheap at half the price? is a paper from Beyond the Deal that looks at the opportunities that exist for picking up ‘a bargain’ and examines the potential pitfalls that may exist. It also provides some reflections on what it takes to make a success of a distressed acquisition, with some practical advice.
Connecting the Dots explains the thinking behind Beyond the Deal’s approach to M&A. We believe that using it can make a successful merger and integration more likely to succeed.
This groundbreaking report from Beyond the Deal presents the findings of research conducted with over 100 board members and senior executives of global and mid-market organisations. It highlights ten specific leadership behaviours and conditions that make or break long-term acquisition performance; behaviours that, if adopted and followed consistently, result in a fourfold increase in long-term M&A success.
A different perspective on how to reduce the impact of post-deal cultural differences before closing the deal
Cultural differences identified pre-deal rarely prevent that deal from completing, even when differences are acknowledged to be significant. When surveyed, most executives believed their deals would go ahead regardless of the degree of cultural fit. Does this mean that we, as integration experts and service providers, still haven’t found the right approaches and tools to help business leaders who see cultural difference as something to keep in mind during integration, but not important enough to influence the deal itself?
By using the free download/contact service I agree that my contact details are true and accurate and that these may be entered onto a database secured to Beyond the Deal.
I agree that my email address may be used to contact me with newsletters and additional articles from Beyond the Deal and their authorised subsidiaries.
I agree to being contacted by telephone at the discretion of Beyond the Deal – including but not limited to; research, to offer additional materials or to clarify my contact details.
I understand that I may use the unsubscribe service to notify Beyond the Deal at any time that I no longer wish to be on their distribution list, or to receive information from Beyond the Deal. To do so, please send your details to email@example.com. Beyond the Deal will endeavour to remove your details in a timely manner.
Beyond the Deal fully appreciate that merger, acquisition and disposal activity is extremely sensitive and highly confidential in nature. Any information you provide to us is only used for the purposes for which you specified, or to contact you occasionally in case we believe you may be interested in any of our products, services, articles, tools or events. You may choose not to be contacted by us in future at any time by e-mailing us at firstname.lastname@example.org.
Beyond the Deal commit to taking every reasonable precaution to keep this information secure at all times.
If you have any questions about this policy, please feel free to contact us at email@example.com.
All copyright and other intellectual property rights in any material contained in this website is either owned by Beyond the Deal or has been licensed to Beyond the Deal by the rights owners. The website contains trademarks, use of these trademarks is forbidden unless prior written permission has been obtained from the trademark owner.
The user may access any part of the site, make use of links to, and download or copy authorised material from the site for non-commercial purposes only. Beyond the Deal shall retain the copyright in such material or where the material has been licensed to Beyond the Deal, by the rights owners of the material.
You may not remove any copyright, trademark or intellectual property notices contained in the original material from any material downloaded or copied from the website.
The content of the website is for general information only and does not constitute any form of advice or recommendation upon which a specific decision should be made. Beyond the Deal has done its best to ensure the accuracy and currency of the materials contained on its website but excludes any warranty express or implied as to quality, accuracy, timeliness, completeness or fitness for a particular purpose of the material contained this website. Beyond the Deal accepts no responsibility for, and will not be liable for any claims, penalties, loss, damages or expenses arising from the reliance, use or inability to use any information or advice contained on its website, or from any unauthorised access or alteration to the website by a third party. This clause shall not exclude liability for death or personal injury directly caused by the negligence of Beyond the Deal.
If you discover any information on our pages which you believe to be inaccurate or inappropriate, please notify us by sending a message to the webmaster at firstname.lastname@example.org.
Some traditional M&A best practices can cause more harm than good. Beyond the Deal presents 15 you may want to reconsider when conducting your next acquisition.