How Real-Time Transparency Makes PMI Meetings Effective

Your Integration framework is in place. Functional leads are fully armed, and at their battle stations. Ready… Set… DAY 1!

As soon as the clock starts ticking, every second in a PMI project matters. As Kaija Katariina Erkkilä outlines in her article on PMI speed, “speed in M&A integration execution does bring value and it correlates to the success of M&A.” With the ever-decreasing timeframe in which integration leads are expected to realize synergy targets, there are few things more important than a structured and diligent integration plan. But when day one hits and Pandora’s box is open, being able to track the success of your plan in real time is crucial to hitting your targets.

3 Tips for Managing a Global M&A Pipeline

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.

Why (and How) You Should Incorporate Post Merger Integration Thinking into Your M&A Process

A revolutionary shift in the M&A world took place years ago. This is when deal teams began Integration Planning prior to Day One of legal ownership of the acquired company. The concept is now recognized as a best practice in the M&A process.

Forward-thinking organizations in M&A have built a repeatable process, with proven playbooks and effective technology, to guide their deal teams. Yet still, research points to “Delays and a lack of preparedness” within Integration, to explain why only 30% of deals succeed. What other factors are eroding value in M&A? This article takes aim at one of the most prevalent bottlenecks that exist in even some of the most acquisitive companies: Mindset.

Too often, organizations performing M&A are focused on “Are we going to do this deal?”. Now there is nothing inherently wrong with that line of thinking, as getting a deal to close is no small task. That mindset though has proven to be ineffective in achieving deal synergies, so we have noticed forward-thinking organizations bringing about another revolutionary shift.

Getting the Price Right: An Overview of M&A Valuation Methodologies

A common question posed by buying/selling shareholders is “how much is the company worth” and/or “how can we make it worth more”?

A Guide to M&A Due Diligence

If you have decided to pursue an M&A strategy, and have identified a Target, consideration must be given to Due Diligence – an in-depth fact-finding exercise helping you to understand a Target in detail and establish whether the acquisition makes Strategic, Commercial and Financial sense for your organization.

M&A Insights Series: How to Build a Strategy-Oriented M&A Process

Midaxo's M&A Insights Series is a compilation of diverse M&A expertise provided by a wide range of M&A professionals. Ismo Matinlauri - VP at Cargotec Corporation - shares his views on how companies should have a strategy-driven approach to M&A as part of our first installment of this Series. Ismo has over 15 years of experience with M&A from strategy development and target screening up to integration planning and execution. Recently he has moved to project sales.

5 Reasons Why Corporate Development Teams Fail

Throughout my time working at Midaxo, I’ve spoken with hundreds of M&A professionals who work for a wide variety of companies, ranging from a 1-person deal team at $12M annual revenue all the way up to a Fortune 10 company where hundreds of people are involved across many deals per year. The challenges that all these Corporate Development teams face, however, remain the same.

Here are the top 5:

5 Must-Have Steps for Your Change Management Plan: How Software Can Make You the Hero

Buying M&A software without an adoption plan is like trying to fly a plane without wings - It won’t get off the ground. Imagine that you find a tool, fall in love with it, and convince your company to buy it … and then, no one uses it. You’ve damaged your reputation, and you’ve wasted money. It doesn’t have to be that way.