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Navigating international cross-cultural communication via both remote and through physical meetings
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Buyer company does not have a dedicated corporate development/ M&A team thus required end-to end support to align its functional operational heads.
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Lack of a proper timely deal room by seller. Unclear disorganized due diligence that required AGA to step in.
- Unfamiliar with best practices on how to manage an M&A transaction
Shining the light through Mergers & Acquisition Change Advisory
Shining the light through Mergers & Acquisition Change Advisory
Two families leading in their areas of manufacturing, from different cultures and countries hoped to come together through a negotiated M&A transaction as well as Change. The main reason driving this was a growth agenda and a long- term succession planning strategy to build legacy.
The client required the end-to-end support of M&A including - financial and legal due diligence, the change assessment relating to both conscious and unconscious factors (observations, fit of family values, culture, leadership styles), alignment of internal stakeholder, integration strategy (brands, people, generations).
Both our Chief Change Catalyst and M&A Change Catalyst were appointed as experts to assess and progress this transaction to closure bearing in mind conscious and unconsciousness factors.
Challenge
- Psychodynamic observations and technical observations through negotiations to determine the fit of the families
- Assessment of cultural, financial, knowledge and legacy fit of the parties
- Support to facilitate the due diligence process
- Produced and led the term sheet negotiation at AGA’s confidential “war room”
- Preparation of contracts with Buyer’s head of legal and lawyers.
Solution
The Difference Made
- M&A is often a "stage" where both parties will perform and show their best image of themselves. AGA "shone the light" through both documentation review, observations using psychodynamic change lens and change management.
- In doing so AGA’s client was able to "cut through the noise" to reassess the M&A as it unfolded with new dynamics during the course of due diligence and negotiations.
- AGA provided a "single point of contact" to manage the varied M&A workstreams involving the family businesses. This required end-to-end support as the in-house resources were not readily available due to confidentiality and daily operational demands.
- With AGA’s experience in bringing Family Business together through planning, AGA was able to access the gaps of the differing values, culture, business/ leadership styles and communication style.
- AGA detected barriers to change taking place and managed to help the client avoid the M&A transaction that would not deliver on synergies or value.
- With AGA’s experience in bringing Family Business together through planning, AGA was able to access the gaps of the differing values, culture, business/ leadership styles and communication style.
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