Realising value from mergers and acquisitions

  • The challenges
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    M&As have been a key strategic mechanism for delivering corporate growth for many years and can, when the right deal is defined and executed, provide a step change in shareholder value.

    Whilst the focus at Board level is often on the financial elements of the deal, delivering long term value is directly dependant on the capacity and capability within the organisation to deliver the integration. Surveys and case studies show that many companies underestimate the delivery element, with evidence indicating that over 70% of M&A deals fail to deliver the full deal business case.

    In short, M&As provide the potential to add growth and value. Great post deal management provides it. We support organisations in delivering M&A value by establishing a delivery framework that rigorously drives delivery of integration through our programme approach. 

  • Our approach
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    Our approach is designed to ensure that in supporting delivery of M&A integration we:

    • Refine and communicate the integration strategy: post announcement of the deal, there will be a growing need to provide clarity on what the benefits are, and how they will be delivered. This on-going communication – both external and internal – will be critical to the success of the merger
    • Design the integration programme around the business case: establishing a delivery framework that is focused on delivering benefits is critical – with a clear link between actions and outcomes
    • Deploy outstanding programme management: the delivery of outcomes will rely on strong project management, balancing the need to deliver the integration benefits with the on-going challenges of ensuring BAU service is not impacted. Tough choices will need to be made, clear visibility will be needed on progress across workstreams to deliver integration plans, and effective intervention will be required when slippages occur
    • Address the people issues: whilst process and technology integration will be key to delivering M&A value, the motivation and winning the 'hearts and minds' of the high performers will be fundamental to success
    • Manage programme risks: last, but not least, is ensuring there is a risk management culture that cuts across all the integration activities. This enables visibility of delivery risks at all levels and ruthless management of mitigation activities to address high risks that could impact the deal. 

    Moorhouse mergers and acquisitions lifecycle

  • Proof of what we can do
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  • Services we offer
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