In a
previous post, we discussed the impact that deal team size can
have on post transaction synergies. A recent report from PwC makes clear that
pitfalls in the M&A process hardly disappear once the parties
have determined the make-up of their deal team. Indeed, the report
suggests that without early planning, rapid execution and long-term
commitment to integration completion, it will be difficult for a
merger or acquisition to achieve its goals and deliver value. In an
era of growing workplace diversity where numerous industries are
undergoing digital disruption, this can be easier said than
done.
Transformational change
The question of post-deal integration has become all the more
pressing due to the rise in transformational deals, meaning those
that involve acquiring new markets, channels, products or
operations in a way that is transformative to the fully integrated
organization. 54% of Fortune 1000 survey respondents indicated the
largest deal their company
