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Insights for driving high-value M&A deals in 2026

Five moves to reshape long-term value in divestiture strategy

Read Deloitte’s latest M&A report for actionable strategies and six focus areas to help leaders communicate their bold vision and become Growth Transformers to future-proof their business.

What are the tax considerations and impacts that companies should factor when assessing a deal?

Unlock timely M&A trends and insights from Deloitte experts in the latest podcast episode.

Adjacent market M&A deals often show early promise as a foundation for bold change. But what approaches tend to pay off over the long term, and what can leaders learn from them?

During acquisitions and divestitures, realization of revenue synergies may depend on factors such as timing, accuracy, and rationalization of product master data

A strategic merger between two nonprofits acted as an impact multiplier for educational equity

Risk-based M&A IT due diligence is increasingly insufficient for effective dealmaking

Cross-industry collaboration and risk mitigation will be needed to achieve net-zero goals.

M&A governance suffers a mandate gap. It’s expected to deliver M&A value creation but is often empowered only to coordinate. As AI accelerates deal speed, weak governance doesn’t just slow execution. It erodes value. The solution we’ve found by surveying more than 200 leaders isn’t more structure. It’s better design.

Effective mergers and acquisitions (M&A) depend on assessing internal controls during due diligence and aligning them in post-deal integration activities.

For one US agribusiness, the seeds for continued success lay in M&A

When making the operating model adjustments needed to keep a business growing, balance is key

A global consumer packaged goods company was being outpaced by its peers in profitability. But by transforming the operating model and optimizing strategic control for cost improvement, we helped it save over $200 million—and set the stage for a brighter future.

After a global transportation client tripled its workforce, Deloitte helped it navigate the transition of new future employees and the disparate policies and programs that came with them. How? By creating an ecosystem of services that streamlined its new tax, compliance, and rewards issues.

Acquisitions provided the fast-track to growth. But what about integration and stability?

As the chemical industry faces sluggish demand, overcapacity, and heightened uncertainty in 2026, many companies are focusing on profitability, resilience, and long-term transformation.

Renewed strategic focus and targeted technology investments could be essential to maintaining a competitive edge in 2026.

Cross-industry collaboration and risk mitigation will be needed to achieve net-zero goals.

After a year of renewed momentum for insurance mergers and acquisitions (M&A) in 2025, the outlook for 2026 is more balanced than exuberant. While insurers are entering the year with stronger balance sheets, they are taking a measured view of risk, growth, and integration.

 A divestiture presented an opportunity to reimagine a company’s lead-to-cash and record-to-report capabilities—and serve as a fresh start

In one of the largest-ever bank acquisitions in North America, strategic planning helped drive a complex integration and seamless welcome for a regional bank’s customers.

Commercial real estate mergers and acquisitions (M&A) spent much of 2025 in a holding pattern. Deal activity lagged expectations, constrained by rate uncertainty and widening valuation gaps. Still, the market continues to evolve.

After several cautious years, banking and capital markets mergers and acquisitions (M&A) is regaining momentum. In 2025 alone, banking deal volume rose to 181 transactions, signaling renewed confidence in the industry.

Changing customer expectations, broker consolidation, and the importance of modernization could reshape the insurance landscape

Seizing opportunity with new sources of growth and the elusive search for scale

A large investment management firm had a resource problem. It needed to expand resource capacity, increase efficiencies, achieve greater scale, and reduce risks—all within their valuation function. And to find the right solutions, it needed Deloitte.

AI M&A isn’t about acquiring assets. It’s about accessing capability—people, intellectual property, and infrastructure—before the competition. If your diligence assumes a clean perimeter and a slow close, you’re already behind.

Generative artificial intelligence (GenAI) has become an established technology, but what contributions is it making in mergers and acquisitions (M&A)? 

The evolving role of Generative AI

In this blog post, we explore a few uses cases for GenAI in culture diligence and how it can help leaders and deal teams alike to focus on nuanced decision making and spend less time processing data.

Reimagining clean room analytics as a strategic differentiator

4 bold predictions and 4 strategic actions

After a year of uncertainty, life sciences M&A is poised for transformation. Market resilience drove new momentum, as investors and companies adapted to shifting trends and bold opportunities. Explore the forces shaping the year ahead in life sciences M&A.

Our survey of Japanese and non-Japanese executives reveals a critical gap: cross-border deals often fail because a clear operating model wasn’t defined before close. Discover why this insight is key to turning cross-border friction into value.

With rapid advancements reshaping technology, mergers and acquisitions (M&A) are becoming crucial in defining the semiconductor industry’s future. How are industry leaders navigating these shifts? And what role do strategic M&A and AI play in fostering innovation and attracting highly specialized talent? Tune in to this episode of User Friendly.

Finance leaders should understand the drivers behind consolidation trends in a shifting fiber network marketplace

A global semiconductor company was acquiring another company; to be successful, they’d need to take two sets of strategies, technologies, and talents and harmonize them to create something new. They chose to work with Deloitte.