In any M&A transaction, buyers need a clear plan to maximize value from the combined organization and careful consideration should be given to whether, and how, the acquired business unit should be integrated within existing operations — actions contingent on having access to the correct data. However, sellers often fail to supply adequate data about legal, tax and people risks, making it challenging for buyers to assess the transaction's cost implications, operational challenges and growth opportunities.
The dawn of a new merger can create exciting opportunities for buyers and employees. Still, a failure to align the employee value proposition (EVP) with organizational purpose and growth can create a culture clash and materially jeopardize maximum delivery of the value on which the acquisition was predicated.
Many M&A transactions fail to deliver their intended value, and inadequate planning and delays in the post-merger integration are often cited as the primary reasons for such failure. But what are the common risks and hurdles to a smooth and efficient post-close?
In this webinar, we have invited panellists with extensive experience in post-merger integrations to share:
- Their lessons learned from past integration exercises in broad areas of Risk and Human Capital,
- Common traps for the unwary,
- What buyers wish their M&A advisers had taken into account when drafting the TSA,
- Tips for success in achieving a smooth transition and positioning an acquisition to realise maximum value going forwards.
Introduce our expert panellists:
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