Shashi Matta’s Post

Executives Leaders are under unrelenting pressure to create #MoreValue for shareholders and stakeholders. Technological, geopolitical, and other #Disruptions are increasing the speed with which companies must compete and affecting the very nature of competition. Well-capitalized investors are looking for Above-Market growth, Higher Margins, and Expanded Capabilities. Mergers and Acquisitions (M&A) offers executives a powerful lever for executing strategy, transforming organizations, and delivering Exceptional #ValueCreation, and this lever can be applied across deal types and industries. Regardless of size and scope, it is always useful for executives to take a step back and systematically explore ways to capture the most value from mergers and acquisitions. Building and maintaining a #Transformational mindset is critical and careful consideration of all these opportunities should therefore happen before target selection, ahead of due diligence, during integration planning, and after deal closing. Leaders in both the acquiring and target companies should reflect on the long-term #Business & #Operating model strategy to get the most value from a combined organization. They need to articulate which parts of both companies could remain unchanged, which could be integrated or transformed, which should be exited, and the timing of those moves. With this information, leaders can make critical decisions about whether and how to #Transform the core business, which functions and teams will be involved now and which might be involved in future transformation phases. There is always the risk that even the most transformation-minded executive will shift back into autopilot as #IntegrationChallenges emerge. This is when Leaders must take a Long-term Transformational view, anticipating several #Waves of value creation over a two- or three-year period. Commitment to executing and sustaining changes over time is crucial to seeing impact. Top-performing organizations commit themselves to three #ImplementationPractices: maintaining implementation rigor in the later phases of the program; focusing on “people” goals, including employee experience and talent management; and devoting appropriate resources to every stage. Those organizations that commit to all three areas are 3.4 times more likely to achieve and sustain their performance gains beyond three years. When it comes to implementing large-scale organizational change, the Most #SuccessfulOrganizations commit themselves fully to the effort from start to finish to realize sustainable value shareholders and stakeholders. To improve your Business or Industry - #Value Creation and Realization capabilities, follow me and contact us: https://lnkd.in/dDf6v5GZ. Also learn more by following our Business Pages #TMTdigtal at: https://lnkd.in/ersCKxQy and #TMTCrossCare at: https://lnkd.in/gVKaW4cj.   #SustainableShareholderValue #ValueRealization #Leadership #Strategy #Transformation #DigitalBusiness #Partnership

Executives Leaders are under unrelenting pressure to create #MoreValue for shareholders and stakeholders. Technological, geopolitical, and other #Disruptions are increasing the speed with which companies must compete and affecting the very nature of competition. Well-capitalized investors are looking for Above-Market growth, Higher Margins, and Expanded Capabilities. Mergers and Acquisitions (M&A) offers executives a powerful lever for executing strategy, transforming organizations, and delivering Exceptional #ValueCreation, and this lever can be applied across deal types and industries. Regardless of size and scope, it is always useful for executives to take a step back and systematically explore ways to capture the most value from mergers and acquisitions. Building and maintaining a #Transformational mindset is critical and careful consideration of all these opportunities should therefore happen before target selection, ahead of due diligence, during integration planning, and after deal closing. Leaders in both the acquiring and target companies should reflect on the long-term #Business & #Operating model strategy to get the most value from a combined organization. They need to articulate which parts of both companies could remain unchanged, which could be integrated or transformed, which should be exited, and the timing of those moves. With this information, leaders can make critical decisions about whether and how to #Transform the core business, which functions and teams will be involved now and which might be involved in future transformation phases. There is always the risk that even the most transformation-minded executive will shift back into autopilot as #IntegrationChallenges emerge. This is when Leaders must take a Long-term Transformational view, anticipating several #Waves of value creation over a two- or three-year period. Commitment to executing and sustaining changes over time is crucial to seeing impact. Top-performing organizations commit themselves to three #ImplementationPractices: maintaining implementation rigor in the later phases of the program; focusing on “people” goals, including employee experience and talent management; and devoting appropriate resources to every stage. Those organizations that commit to all three areas are 3.4 times more likely to achieve and sustain their performance gains beyond three years. When it comes to implementing large-scale organizational change, the Most #SuccessfulOrganizations commit themselves fully to the effort from start to finish to realize sustainable value shareholders and stakeholders. To improve your Business or Industry - #Value Creation and Realization capabilities, follow me and contact us: https://lnkd.in/dDf6v5GZ. Also learn more by following our Business Pages #TMTdigtal at: https://lnkd.in/ersCKxQy and #TMTCrossCare at: https://lnkd.in/gVKaW4cj.   #SustainableShareholderValue #ValueRealization #Leadership #Strategy #Transformation #DigitalBusiness #Partnership

Thank you to Sam Sahana and Ian Grayson for sharing - this year has been all around creating value, right sizing, leveraging synergies whilst juggling a number of external challenges and disruptions. Great article highlighting how the full M&A lifecycle offers executives a powerful lever for executing strategy, transforming organisations whilst focusing on value creation. #strategy #transformationandchange #mergersandacquisitions

In this article, we outline the opportunities for leaders to transform their businesses through M&A. Careful consideration of these opportunities should happen at every stage of the M&A life cycle—before target selection, ahead of due diligence, during integration planning, and after deal closing. We also suggest some principles leaders can follow to ensure that they don’t revert to thinking only about day one. https://lnkd.in/gKDhTS5b