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In my experience companies and leadership within companies have a tendency to overestimate how much change that their organization can accommodate, or how much they will actually be willing to support. Maybe this is because they really don’t know what the impacts will be. In any case, many assumptions are made that very often turn out to be inaccurate. This appears to be no different in an M & A situation. Mergers and acquisition decision are not ultimately made based on the capacity for change of either organization, but the appetite for change becomes a factor nonetheless.I guess I am curious to know how other practitioners begin to sense and shape appetite for change in M & A, how soon you actually can get started in most cases. Thanks for your feedback!
I may be at an advantage/lucky position in this sense as I take part in deal origination at the business. knowing that I will need to integrate one of the businesses after many steps have been taken (long list, short list, target approach, NDA, share of info, LOI etc etc) – for me the appetite for change / capacity for change comes down to the parameters we set when selecting a business to acquire – this gives us the indication of what it will take to go through the process E2E. i.e. do the people currently in the business have capacity to handle this 50%- 90% of their time? if the answers is no then it must be factored in what extra internal / external support is needed to support the teams and workstreams.
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