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Avoiding M&A disconnect


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M&A

  • The contributions of this paper are from Punit Renjen, a principal with Deloitte Consulting LLP leading the firm’s M&A Integration Services practice, as well as Dwight Allen, a director with Deloitte Research who specialises in M&A studies
  • With a large and changing cast of characters responsible for scores of tasks and hundreds of deliverables, it is not easy keeping deals on track. Doing so is one of the corporate development team’s most important responsibilities
    • The M&A cycle can be divided into five segments: strategy development, target screening, due diligence, transaction execution and integration
    • Each segment has tasks and numerous activities, therefore there is risk of a strategic disconnect
    • To prevent such disconnect, this paper suggests that the corporate development tem be responsible for maintaining strategic continuity
  • The corporate development people need to abide by some principles, namely; creating continuity, clarity counts and different models
  • Creating continuity ensures that the entity being acquired is absorbed into the organisation smoothly and that the end result functions effectively
  • Clarity counts are for cross checking the standards set by acquirers against the strategy to determine if there is conformity
  • Different models refers to the way of applying the (common i.e. same) principles and tools of acquisitions. The differences occur due to organisation structure, nature of company’s management structure, corporate culture and the specifics of particular deals
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