Posted by Grace Tyson
Find me on LinkedIn
Does your company have multiple corporate development teams, located around the globe? Most of the time when I speak with companies that have distinct regional M&A teams (e.g., LATAM, APAC, EMEA, US), they keep these teams – and their pipeline of targets – in silos. Even if they are rolling the pipelines into one, it requires manual work in Excel to do so. This means that the regional stakeholders are not sharing best practices with their counterparts, and processes and tools are inconsistent from one team to the next.
We’ve talked to our high-performing, global customers about how they manage their regional pipelines. Read on to learn their top 3 tips.
1. Create a Universal, Stage-Gated Approach
All too often, each region at a global company will have its own process for managing its M&A pipeline. One team runs the process in Excel, one team keeps track of targets in a generic CRM, and a third team is keeping track of its pipeline of targets on four different spreadsheets, each with a different format.
The best performing acquirers are choosing a consistent approach, instead. They collaborate using modern technology to define a stage-gated approach for managing a pipeline of targets and moving deals forward. All regions follow a single process and approach and, as a result, these companies can more easily iterate and improve their process, and can consolidate and report on their global pipeline, so they are sure to hit their inorganic growth targets.
2. Report, Report, Report!
Instead of keeping each region’s pipeline in a different spreadsheet, then regularly needing to take the time to consolidate these spreadsheets and crunch the numbers at HQ, imagine a world in which each region follows the same stage-gated approach. Once you have this in place, reporting on aggregate, global pipeline data turns into a walk in the park on a sunny spring day.
Top performing acquirers can look at their entire pipeline of targets across regions, and then filter by location, or business unit, or target stage, etc. It is crucial to be able to see information about deal flow on a region-by-region basis, but also at a global level. Bonus points if you get out of Excel and use a system that updates analytics in real-time, as your teams work around the globe.
3. Provide Stakeholders with Cross-Region Visibility
One of the biggest downfalls of keeping regional M&A teams in silos is that collaboration and best practice sharing ceases to exist. Tons of research tells us that serial acquirers outperform their peers. Why? Because they leverage their experience wisely, constantly iterate to improve, and tweak their processes based on rigorous deal post-mortems. By keeping your EMEA pipeline in one spreadsheet and your US pipeline in another, it means that you are missing a huge opportunity for your regional stakeholders to have visibility—and accountability.
The best performing global teams use solutions for pipeline management that allow them to manage permissions adequately so that information is kept secure and separate, when needed, but so that M&A leaders can also share best practices and process tweaks easily with their counterparts around the globe.
Do you have any tips from managing a global M&A pipeline, or questions about how our customers are successfully doing so? We’d love to hear from you!