Inarticulate ramblings of a management consultant

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

Complex transformation

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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‘Practice makes perfect’ – a model of implementing change

Last week I wrote about the interesting interaction between these three dimensions as three different strategies for implementing change. This week I want to write one particular model of implementation, which I’ve called the ‘Practice makes perfect’ model. As you may remember, the traditional method (in a Western context) looks like this: Let’s now think about some variations on this theme, and in particular what to do when you come across a […]

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More evidence of the link between culture and M&A success

Many of you will already be aware of my focus on culture in M&A and it seems that it’s becoming more mainstream to talk about these matters.. Note the recent commentary in the FT on Holcim and Lafarge which tries to downplay the cultural dimensions…perhaps part of the problem is a blind acceptance in the media around business case as opposed to delivery capability! http://www.ft.com/cms/s/3/d1cc9938-cbec-11e4-beca-00144feab7de.html#axzz3UcoE3fgH The article below is a […]

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Policy, process and practice – the three dimensions of implementation (1)

I’m working with a client on a transaction in one of the larger markets in Asia. As often happens, the chance to work with some highly motivated and able individuals leads to some new ideas. Whilst in a team meeting, this model came to my mind and I wanted to share it with you. The challenge for any organisation in an acquisition is to understand what the triggers / levers […]

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Changing your organisation – using the science of ‘segmentation’

As the UK election looms, in what looks to be one of the closest elections in many years, I’m drawn to speculating what the new swing vote category is going to be called…we’ve had ‘Worcester Woman’ from Tony Blair and ‘Basildon Man’ from Margaret Thatcher some years ago so what next? ‘Portsmouth Pensioner’? The grey vote appears to be a major battleground ‘Teviot Teenager”? Does the momentum of the Scottish […]

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The changing face of the organisational structure…as defined by the new generation of employees

An interview recently conducted with Gary Hamel on the BBC World Service. Please click on the link below Peter Day; World of Business – interview with Gary Hamel This is worth 30 minutes of your time….I promise you. The key points from the interview: A call for a more dynamic approach to organisational structure and the commensurate implications for shareholders. Personal engagement of customers and shareholders in the lives of […]

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Human capital – what does it actually mean?

With thanks to Paul Freeman for giving me the initial inspiration behind this latest blog / rant, I want to explore this concept today in a little detail. A long long time ago (in a far away land), someone thought of this phrase as a way of creating a linguistic connection between other forms of capital (financial, intellectual) and that troublesome group of costly, irrational and emotional and most importantly […]

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