Execution

When we say Execution, we mean getting things done at all deal stages. But execution capability is especially critical at the integration stage of a merger or acquisition. Specifically, we focus on program establishment, resourcing, management and governance; tracking results; customer and salesforce management; communication program delivery; culture management; bringing supporting functions together to deliver what is required; and cultivating a positive mindset in support of achieving deal outcomes.

You may be tempted to take a “learn as you go” approach to deal execution and merger integration. However, if you don’t have the right people with the right skills and experience, in the right place at the right time, you will be only as effective as your weakest team member. Being underprepared takes a toll, if not on deal outcomes directly, then certainly on business leaders and team members who must cover the gaps.

Execution comes into its own in the planning and implementation deal stages. Safe to say that how well things can go, and ultimately how well things turn out, is influenced by early investment. Specifically, investment in Culture Management, Communication Strategy and Engagement; undertaking Diligence with Integration front of mind; drawing on deep experience for Integration Planning; and having a trusted “guide by the side” for business leaders, deal and integration teams.

Isely Associates make our best contribution to successful deal execution and merger implementation when we work as an extension of your team. We can  join and contribute on a retained basis for an agreed period. Alternatively we can create and deliver a formal team and/or individual coaching program for your key resources.

Behind all successful M&A transactions is the culmination of strong teamwork across three key teams – the Executive Team, the People Team and the Strategy/Business Development Team. We work with each of these teams separately – or in concert – to ensure they are equipped with essential knowledge, processes and tools to improve the experiences people have. Built into our approach is preparing teams to do M&A work in a way that first ticks the important boxes. And then we work alongside to enhance results,  limit ‘burnout’ and build personal and organization capability for the future.

No two situations are the same and we tailor every program to meet the specific needs of our clients. We draw on lived experience, insights from current research and content from our M&A Development Programs to strike a practical balance between learning and doing.

Executive teams vary widely in their knowledge, experience and preparedness for M&A transactions and leading through a merger integration. It is important – before any action commences – to understand where your top team stands and fill any gaps. To do this we work out current capabilities and recommend a program to build from this foundation.

We work collaboratively with leadership teams to enhance their understanding of deal processes, clarify their roles and responsibilities, strengthen change leadership skills and meet any other specific gaps that are important to address.

Ideally, the People Function is positioned to deliver on all employee-related issues arising from M&A activity. As such, the People Team plays a critical role to minimize employee-related risks and ensure deals are aligned, compliant and smooth. Each People Team has a different profile of M&A experience, and this profile should be understood ahead of any M&A activity. We partner with HR, Organisation Development, People and Culture, etc. teams to help fill identified gaps. Our aim is to equip these teams to meet expected (and sometimes unexpected!) transaction and merger integration challenges.