Why do M&A deals announced with high promises and financial returns experience a failure rate over 80%? Are these failures a result of poor plans, poor execution, or a loss of talent? Perhaps, the expectations were based on due diligence that was focused on financial engineering rather than operational performance? Was the M&A event a last-ditch effort to save struggling brands where the customer value proposition was out-of-phase with the markets?
The realities of M&A synergy obtainment in an era of digitization and cross-linked services are no longer about the excitement of the deal—but obtaining consistent, iterative post-deal digital transformations. The combined entities must focus not on just integrations, but migration to hyper-accelerated consumer driven digital ecosystems utilizing a playbook framework of continuous refreshes of design, develop, implement, and iterate (D2I2).
M&A Digital Demands provides an adoptable framework that can be adapted using competencies of leadership orchestration, innovation layering, and technology building blocks which secure post-deal results. This M&A playbook is designed for the digital demands of the Fourth Industrial Revolution. M&A events were traditionally infrequent—now they will arrive non-stop and require repeatable frameworks and consistency. M&A Digital Demands are a required core competency.
