M&A stakeholders (mergers and acquisitions)
According to a recent Harvard Business Review report, the percentage of failed mergers and acquisitions (M&A) is as high as 70 to 90 percent. A major cause is the very limited attention given to the different organizational cultures and natures of the organizations involved.
Want to increase the success rate together?
It is our experience and conviction that mapping the differences and similarities of the organizational culture and nature at an early stage (preparatory phase, pre-DD, or DD) significantly increases the chance of success. The tools we have developed map the nature and culture of a potential organization quickly and effectively. Natural qualities, competencies, drives, pitfalls, problem areas and development opportunities are identified at an early stage and can be included in the various phases of an M&A process.
For whom is this interesting?
We offer various tools for a wide range of stakeholders in M&A processes, including:
- M&A Process facilitator and negotiator
- Bank (lender)
- Organizations being acquired
- Organizations making an acquisition
- Merging organizations
- Private equity investors
- Accounting firms
- Shareholder(s)
- Supervisory Board (SB).
- Supervisory Board (BoS).
- Advisory Board (BoA).
Questions often received
These are very diverse. A few examples:
- How can risks in financing be minimized by including the organizational culture and social psychological dimensions of organizations in valuation?
- How can mergers and acquisitions be optimally integrated into our existing operations and, in doing so, also identify the nature and culture (pitfalls, core strengths and downsides) of organizations on the front end?
'New Human Management adds a new dimension to the world of mergers and acquisitions and increases success rates'