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M&A “Best Practices” in Maturing Organizations
Those tasked with leading M&A activities should be a highly active, and lead the strategy and execution elements of a company’s M&A agenda.
Individuals that participate in M&A are required to be confident, team-oriented and collaborative, as they will be asked to lead and influence the thinking around the execution of a company’s strategy through business development and acquisition activities.
People in these roles will have to exhibit leadership, management, and technical capabilities, as they will need to deal with various functions and often serve as project managers that create and mobilize a team of functional professionals to work towards a common end.
Successful acquisitions require expertise across various domains including legal, finance, human resources, and business strategy and operations.
It is a mistake to think of M&A as being purely focused on the legal process and financial aspects of M&A deal making. It is a more successful approach to incorporate the M&A dialogue into the company in such a way that it serves to provide input and perspectives into the strategic, business and operational elements of a company’s operations.
While I wouldn’t go so far as to label the latter approach as a “best practice”, I would suggest M&A can more effective at successfully finding, executing and integrating companies when it is more strategic in nature.