Survival Skills for the Financial Services Recovery
Implementing targeted strategies can enable financial services firms to achieve M&A success
Merger and acquisitions transactions declined sharply at the end of 2008 and beginning of 2009 due to constrained capital, increased regulatory oversight and intense public scrutiny. Regardless of the uncertainty of where the market is heading, financial institutions will continue to undertake acquisitions and divestitures in order to compete in the new business climate. It is important to use this deal “downtime” to get ready for the opportunities that lie ahead. Is your firm prepared across the different parts of business that will be affected by these decisions?
During an M&A transaction, one of the most critical organizational assets that often gets overlooked during early planning stages is people. At a high level, there is a need to develop a clear people strategy for potential transactions, including evaluating people, figuring out whom and how many people to add or subtract from the future organization, and putting tailored talent and retention strategies in place to support execution. The steps that are taken now should help in the efforts to emerge as a strong player in a reshaped competitive landscape. A disciplined approach to investing in the right people is not just responsible management, it is necessary for M&A success.
To learn more about how financial institutions can effectively align people strategies with potential transaction scenarios, read the full report.
As used in this document, “Deloitte” means Deloitte & Touche LLP and Deloitte Consulting LLP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.