Intelligent M & A: Navigating the Mergers and Acquisitions Minefield, 2nd Edition

CHAPTER 12Conclusions

Given that every M&A scenario is different, the use and application of business intelligence varies remarkably between individual deals. Yet, in search of what nebulously can be termed best practice in this field, it is possible to isolate and identify an ideal common approach that can help managers ensure success off the back of M&A transactions.

While much of the book has focused around corporate entities and other institutions as remote and depersonalized participants in a highly complex commercial environment, it is important to remember, however obvious, that an organization is only ever as good as the employees who drive it forward. Thus, while it is corporate level players that are the actors per se on the M&A stage it is often the staff members who provide the competitive advantage, through a combination of years of relevant experience, tacit “know-how,” and a detailed understanding of a particular situation. As much as any other factor, hand picking the best internal and external team with the greatest amount of insight relevant to a particular M&A deal often pays the highest dividends for a company.

Yet, over and above this, there are a number of recommendations that can be made that will certainly aid the successful conclusion of an M&A deal. In the first instance, companies need to position information and intelligence at the very center of their organizational structure, enabling participants in an M&A scenario to tap into a wealth of tacit and ...