Whatever the strategic objective being pursued by an organisation – be it rapid growth, the development and deployment of new products or capabilities, geographic expansion, or the benefits of scale – then M&A, or more specifically acquisition of a suitable target business, is likely to be one of the primary strategic options to achieve it.

Take the free self-assessment

The first step to achieving this for any organisation is to objectively consider their current deal capability, it’s strengths and weaknesses, and where it could most effectively focus in order to improve.

This free self-assessment tool has been designed to consider all aspects of the acquisition process against our model of the M&A mindset.

Through the very quick and simple navigation within the tool, we’ll enable you to take the first step to improving deal capability. By analysing your current approach to acquisitions, identifying those areas of strength and weakness you can begin to shape your deals capability for the better. If you’d like to discuss M&A strategy in depth, please contact us.

M&A process Strategy Alignment Opportunity identification and deal pipeline Deal Structuring Due Diligence Valuation Negotiation Closing the deal Post deal integration and synergy capture People and culture ESG Impacts Post deal value creation Innovation Evaluation & Learning

Why Now?

A large proportion of acquisitions either do not drive market out-performance, or deliver results that the acquirer finds, in some respect, to be disappointing. So how do we improve this?

While M&A is normally considered via a narrow financial lens, we feel that a focussed, codified approach to acquisitions can significantly improve the potential to maximise value from acquisitions.

What do we mean by a focussed approach?

  • Development of an acquisition strategy

  • A managed and evaluated acquisition pipeline

  • Effective and structed negotiations

  • Driving post deal integration and synergies

Achieving this is nearly impossible without some degree of structure and review, including and using appropriate tools and templates to manage the complexity, rather than relying solely on the anecdotal past experience and tacit knowledge of a handful of senior management.