Undertaking merger and acquisition (M&A) activity, whilst trying to create value, has become more complex. Across many sectors, the search for successful M&A opportunities has become more attractive and competitive. Businesses are now seeking innovation through technologies and markets which bring both strategic advantage and profitable scale. In parallel businesses are looking strategically at their portfolio of assets to determine where they should focus their capital and talent. This is resulting in an increase in non-core divestments to attract both private equity and corporate acquirer

Recent national and global events have disrupted well-established practices for businesses considering M&A. The key issues are supply chain security, access to stable markets and talent and regulatory environments. Many other traditional operating models are no longer suitable.

Despite these challenges, M&A strategy is a vital route to value creation, if properly undertaken.

At KPMG, we understand the importance of integration and separation to realise and maximise deal value, and have years of experience managing the complexities arising from merging companies. Our team works closely with owners and top management to successfully drive, coordinate and complete their I&S journey.

Our team is cross-functional and carries experience from multiple sectors, deal types and ownership structures (private equity, large corporations). As part of the KPMG network, we have the ability to draw on subject matter experts in any country, enabling us to handle any domestic or cross-border specific integration and separation challenges.

We support the integration journey by covering the following areas:

  • Integration Management Office (IMO)
  • Integration blueprint
  • Synergy assessment and tracking
  • Change management and top management support
  • Day 1 and Day 100 readiness and execution
  • Post-close governance model
  • Costs and Benefits Tracking
  • Integration and cost review

We support the Separation journey by covering the following areas:

  • Separation Management Office (SMO)
  • Carveout, operations and technology vendor due diligence
  • Rapid separation assessment
  • Separation blueprint
  • TSA / reverse TSA development & management
  • Separation and standalone cost assessment
  • Separation detailed planning
  • Day 1 and Day 100 readiness and execution

A typical integration journey and approach

Post merger integration model

Note on the approach shown here: The steps during an integration journey as shown in this illustration can vary, depending on the specific transaction, timing, access and engagement.

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