“With innovation being a core need for any company and any industry, Corporate Development is entering a new era of push and pull”
Corporate development teams are working harder than ever before as a result of the recent spike in M&A activity. The problem is that hard work alone may not be sufficient. Today’s deal environment necessitates unprecedented levels of inventiveness and forward-thinking from corporate development experts to creating successful agreements. Whether the question is about discovering targets, negotiating deal terms, or when and how to communicate with shareholders about a transaction. Among all these things, one thing that remains certain is what worked yesterday might need to change and adapt to an increasingly fast-paced and ever-changing environment to thrive tomorrow.
With innovation being a core need for any company and any industry, corporate development teams are required to pace up with every upcoming deal. Corporate development is entering a new era of push and pull. Yes, the playbooks, technical competencies, repeatable deal disciplines, and governance structures that companies have honed over the last few decades are still important—but they are no longer enough to seize market opportunities that are amorphous and require the definition of new business models or ways of doing things. This illustrates quickly changing ecosystems and the growing impact of technology across all industries, which is changing competitors. Fresh thinking, a high tolerance for disruption, and the ability to be adaptable and quick to convert an opportunity to value creation are something that is considered for success now.
In our last article, we talked about how Corporate Development teams have to juggle multiple deals at the same time during an M&A transaction. Following the lead, we are going to now talk about some of the serious challenges faced particularly by the Corporate Development Teams while making the transaction.
Anticipating Future Business Strategies and Scenarios and driving deal vision
Companies entrust partly externally conducted trend research to generate probable future scenarios and to be able to react to changes at an early stage. The subject of how the market will change in the next several years followed by the clients’ requirements is examined in this context. An excellent corporate development strategy does not depend on generating a single future scenario and hoping that it will happen, but rather generating multiple potential scenarios and then navigating through the possible ones. While the team is in charge and is handling the other tasks, it should be apparent to people in charge that not all future events can be anticipated. The team should ensure that not only should the developed strategy be in line with the elaborated future scenarios, but also with the internal business strategy.
Bringing together all the factors that influence corporate development, internal, external, and other variable factors that affect the business
The development of a company is influenced by several internal and external factors. Corporate strategy and culture, as well as changing market and consumer needs, new technology, megatrends, and other factors, are among them. It is critical not to react to every latest trend and buzzword, but rather to concentrate on those that have the potential to affect the firm or target company in any way. If a firm already operates in the digital market, for example, digital transformation isn’t such a big matter to deal with because the company’s strategy most likely considers and embodies these principles. However, if this tendency has a direct impact on client requirements, it must be considered.
Creating value from the deal and delivering expectation of deal sponsors and shareholders
Corporate Development leaders within the organization must know how to influence other M&A teams, across the business. While protecting the base business from risks, selecting new corporate leaders, and defining priority cultural integration themes, the top deal executive team and deal sponsors must focus on choosing the right deal team that can communicate the deal rationale, decide the integration approach and roles, and push the organization to maximize revenue generation while learning to work together effectively as new colleagues join the team. Usually, the corporate development team is responsible for overseeing all the activities by various business teams and units and ensuring that they are working effectively and consistently. Therefore, they should know how to steer global M&A practices and tools to drive the overall mission of the company and deliver the real value of the deal to the shareholders.
To get the most out of the acquisition, integration leaders must also learn how to manage integration planning and how to quickly mobilize teams that include personnel from two distinct organizations and span all functions and business units.
Most organizations’ overall Corporate development team is usually a bit disorderly and disorganized for a joint vision of corporate M&A teams and local teams at business. As a result, there may be an additional delay, and the business M&A team may join the transaction team relatively late in the process, lacking the overall deal objectives. In such cases, Corporate Development Teams should act as a binding force and ensure the effective and efficient working of all the other teams.
Lack of an overall M&A process driven by Corporate Development and steered throughout the company
Global Corporate Development organizations frequently fail to completely build, operationalize, and institutionalize corporations’ M&A processes or playbooks. As a result, different business units inside firms use ad hoc M&A processes that aren’t completely developed, posing a risk to the overall deal-making process.
The ideal method to manage this global Corporate Development team is to work closely with other businesses within the same firm, identify key executives to drive the M&A process, and then strive to improve it over time and make it very uniform across all M&A teams.
The Ivory Tower of Corporate Development
Another key problem of corporate development is that corporate strategies are typically derived from future scenarios by specific divisions. As a result, too few people are participating in the decision-making process, and they may not be the correct ones.
As a result, a corporate development ivory tower emerges, where a small group of people isolated from the rest of the organization make decisions that affect a large number of people or the whole workforce without ever meeting them or understanding their requirements. This process is extremely important for the entire team. Others might frequently feel disconnected from the operational units and even if people work on something, study it, and make wonderful papers and presentations, the absence of communication would steal the creativity and the innovation from the entire piece of work.
Corporate development teams are required in all types and sizes of businesses. They can help businesses improve their working culture, environment, diverse activities, and overall operations. We at MergerWare understand this need. Our Corporate Development team can concentrate on bringing world-class firms, technology, and talent into your organization through well-executed and strategically planned acquisitions.
What do we do?
MergerWare is a world-leading platform that virtualizes and digitizes our Fortune 500 customers’ entire M&A operation and helps them in speeding up their merger execution and overall deal success rates.
MergerWare’s all-in-one smart M&A software makes it simple to fine-tune layouts based on industry information and lessons learned, giving teams an end-to-end approach for deal management transactions and similar organizational growth actions. Usage of the digitized and automated digital platform enables teams to dramatically minimize the high administrative workload usually associated with M&A and drive productivity across a deal.
MergerWare takes immense pride in being acknowledged as the best-in-class M&A software, developed by M&A professionals with decades of M&A integration experience, including developing comprehensive M&A playbooks through the merger life cycle, establishing integration strategies, teams, and driving deal value, development targets, and acquisitions across several billion dollars.
Our revolutionary technologies are breaking down the obstacles to M&A growth and expansion. Companies that want to stay afloat and grow must adopt digitalization and technology to manage their transactions, and we’re here to connect with them and help them with all of their digital needs.
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