DESCRIPTION
Many large enterprises depend on M&A for growth and executives can boost the value that deals create. However, poorly executed M&A can saddle investors with weak returns on capital for details. In fact, the margin between success and failure is slim.
Many Boards are reluctant to cross the line between Governance and Management. The level of engagement is often outside the comfort zone for some executives and directors. As such, they miss opportunities to help senior executives win at M&A.
This framework provides organizations the necessary tools to increase active engagement of the Board in M&A. There are 3 core opportunities for the Board to play an impactful role in M&A.
1. Potential for Value Creation
2. Post-merger Integration (PMI) Plans
3. Competitive Advantage in M&A
Modernizing the role of the Board in M&A can result to alignment of the Board and Management on the need for bolder transactions with more upside potential.
This deck also includes slide templates for you to use in your own business presentations.
This presentation provides a comprehensive guide for Boards to effectively engage in M&A activities. It outlines the critical areas where Boards can add value, including challenging biases in decision-making and leveraging their diverse experiences to illuminate organizational risks. The framework emphasizes the importance of strategic fit, financial clarity, and realistic risk-reward assessments to enhance decision-making.
The PPT also delves into post-merger integration (PMI) plans, highlighting the need for Boards to ask well-defined questions to capture maximum value. It underscores the role of M&A leadership in ensuring clear oversight and the development of competitive advantages through robust M&A processes. This resource equips Boards with the insights and tools needed to drive successful M&A outcomes.
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Source: Best Practices in Competitive Advantage, Value Creation, PMI, Board, M&A PowerPoint Slides: Board Excellence: M&A PowerPoint (PPT) Presentation, LearnPPT Consulting
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M&A (Mergers & Acquisitions) Due Diligence Valuation Financial Analysis Financial Management Information Technology Business Capability Model Product Strategy Product Management Value Chain Analysis Target Operating Model Valuation Model Example Change Management
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