The cross boarder deals could be very challenging, where I’ve dealt with few within the Asia region. Rather than the language, I would strongly say understanding their culture is most important. Many M&A transactions failed due to cultural misunderstanding. As for the language and communication we did try few tools but it didn’t work well, the best was to engage a professional interpreter at the beginning till we had access to the target team as there might be English speaking individuals but just not at the higher management level.
I don’t have any experience with cross-border or cross-cultural M&A transactions. However, I would expect that a blended use of both professional translators and technology in addition to agreement on a common “shared” language during the transaction and integration process, particularly for key issues/challenges, would be the best approach.
Understanding the culture differences and using silence and listening techniques are key factors. Definitely have your own translator and understand the difference between translation and interpretation.