Published: 05 December 2022
Most executive leaders know that internal teams, such as finance and IT, need to be involved at different stages during an M&A deal. However, based on recent Gartner survey results, few hit an optimum balance of involvement. This research clarifies the mix of skills required at each M&A stage.
Merger and acquisition (M&A) team composition varies as a deal progresses through its phases.
A wide variety of internal functional employees participate in deals, necessitating careful coordination.
“Others” are quicker than “Top Performers” to hire more resources as deal volumes rise.
Executive leaders responsible for M&A should:
Actively manage the composition of their M&A team as the deal progresses through its phases. Later phases of the deal will require more operational expertise, but the architects of the deal should also remain involved throughout to ensure continuity and knowledge retention.
Involve the integration project management office (IPMO) from the start of the
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