Mergers And Acquisitions

Mergers, Acquisitions and Joint Ventures

Rationale

Empirical evidence suggests that up to 85% of all mergers and acquisitions fail either to increase shareholder value or to achieve their financial objectives.

Companies involved in merger and acquisition transactions often pay secondary attention to the impact on employees and the 'people risk'. Yet the most important causes of failure are poor implementation and integration, rather than flawed deal execution or structuring.

Change of control can be hugely disruptive in any environment, resulting in alienation, a feeling of detachment and a change in the status quo. These issues are magnified when the transaction is cross border.

Objectives

• Ensure that the transaction has the best possible chance of succeeding
• Turn diversity into an asset
• Understand the core values of the acquired company and the cultural values of the country in which it resides
• Improve collaboration with your new work colleagues
• Build trust by enhancing communication with the newly acquired company

Our Approach

Provision of a cross cultural due diligence coaching programme to:

• Assist senior management of the acquirer in understanding the core values of the acquired company and the culture of the country in which it operates
• Assist senior management of the acquired company in understanding the core values of the acquirer and the culture of the country in which it operates
• Surface major cultural misalignments
• Identify those best suited to be actively involved in the implementation phase
• Provide key personnel with ongoing support during the implementation phase
• Establish which managers/employees would be the most appropriate for cross border assignments