Amidst rising inflation and interest rates, stock market volatility and geopolitical instability, high-value investment opportunities like mergers and acquisitions may sound out of reach. In fact, the number of deals fell almost 17% year over year in February 2022, while the value of those deals dropped 30%, according to S&P Global Market Intelligence.
Even more sobering news, investments in M&A are on the chopping block, according to 41% of CEOs and CFOs asked in a June 2022 Gartner survey which cuts were likely in the face of continued economic disruption.
Given the uncertain market landscape, the pressure is on for CFOs to continue to accelerate the successful closing of M&A deals already in progress and to carefully consider any M&A prospects in the pipeline. M&A deals are notoriously complex and protracted, and the longer they take to close, the higher the risks of losing deal value.
All M&A deal types, especially those involving highly complex carve-outs and integrations or both, offer the potential for substantial value creation. But they equally carry a significant risk of disruption to business performance. And an increasing number of M&A deals are carve-out scenarios — they used to be around 5 to 10% of all deals, but now they are close to 30%, making realizing value even more daunting.
Additional challenges to overcome include technology hurdles, such as integrating enterprise resource planning (ERP) systems and boundary applications, aligning policies, and smoothing cultural differences between organizations. CFOs, finance teams, and legal and compliance experts from multiple corporate entities need to continuously address and navigate these complex challenges from deal start to close.
With so many variables and potential pitfalls, companies need to make smart decisions. Here are five steps that will help overcome barriers to delivering speed to insight, speed to transform, and speed to execute pre- and post-close.
Let’s look at an example of how speed to control and transform can work. We recently worked with a global health analytics company to accelerate carve-out and the creation of a standalone operating model to enable a nearly zero TSA. Following its acquisition by private equity, the business required a rapid design and stand-up of its own organization and technology.
The carve-out was a $1 billion division of a large global information business that didn’t fit the seller’s overall model. With accelerated design and the creation of an operating model and systems to enable early standalone, the health analytics company was able to carve out a scalable standalone business four months after the initial engagement. Accelerating the carve-out not only preserved the deal value but also strengthened the market position of the standalone business to scale and grow as an independent entity.