Inarticulate ramblings of a management consultant

the day to day experiences of a consultant operating in weird and wonderful client situations

Complex transformation

How would you approach change if employees were given a vote?

A few years ago I was involved in the merger of two UK law firms, one with a focus on London as its main operating base, the other more regional in its operations.  One of the conditions for the deal to go through was 100% approval by the partners. In terms of numbers, we were talking about 124 people. Imagine having a hurdle in a project where, before any implementation […]

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Speaking in riddles – the unnecessary complexity of corporate lingo

 The more time I spend in consulting the more obvious it becomes; far from corporate terminology being an enabler of understanding, it is in fact a blockage. Anyone whose changed job knows that part of the steep learning process is learning the language. This is as much a part of the culture of a business as are the colour of its walls and the myths and legends that it carries. […]

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The latest corporate card trick! Going from manufacturing to services in one simple step…

A friend of mine raised an interesting issue with regard to a major global and high respected ex employer of his. This business has recently declared a strategic intent to move from manufacturing as its core activity (and one for which it is justifiably famous) to becoming a services organisation. This is not unusual…just today there was an announcement in the FT about a similar path for another manufacturer in […]

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Transformation constipation – the new malady for corporates engaged in an orgy of transactions

For market observers, the current M&A boom looks disconcertingly like the heady days of 2007 and 2008 in terms of volume and market optimism. The papers and the analysts are full of hope and aspiration as the pharmaceutical, technology and telco sectors indulge in increasingly extravagant claims about cost savings, market consolidation and innovation pipelines….much as they did then when the market knew only one direction of travel. There is, however, one big […]

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The power of persuasion – changing public perceptions of deals

For as long as I’ve been working on mergers and acquisitions, the statistics have been dire. With some exceptions, commentators from the strategy houses to the big 4 to independent experts, have bemoaned the seeming inability of companies to consistently generate value from inorganic growth. I will leave the one piece of analysis which reports something different aside, see attached for some comments on that ‘interesting’ analysis! (https://bendehaldevang.com/2014/06/06/the-latest-ma-analysis-from-mckinsey-part-of-the-problem-or-part-of-the-solution/). What’s extraordinary […]

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Collective or collaborative? What’s the best approach?

 The issues raised in a number of my recent blogs have led me to ask the question, is it better to use the power of the collective or the engagement of the collaborative in complex transformation. The nature of global corporates these days has changed with the increasing visibility, transparency and vigilance generated by regulators around the world. Each of these regulators bring different perspectives and pet requirements…but there are […]

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The big myth in post acquisition integration

If there’s one consistent message that I’ve heard over the last 15 years of doing post acquisition integration, it’s this:  Big deals are more difficult to integrate than small ones  Whether it’s the investment bankers / accountants / lawyers / consultants or Heads of Corporate Strategy, this message is probably the one thing that everyone agrees on. Complexity is directly correlated with size…for the following reasons: More people requiring more effort […]

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