Doing deals is often necessary to drive corporate growth. Companies in search of new markets, channels, products, and operations that acquire outside of their core may face even greater challenges, and M&A has become riskier than ever with the increasing pace of technology changes and industry disruption.
The due diligence process was historically designed to focus on identifying risk, and either mitigating, negotiating, or abandoning a potential transaction. However, our surveys show:
These factors have resulted in companies better realizing and accelerating value realization after a deal is closed.
Critical information for integration planning comes from due diligence findings and recommendations. A smooth transition of knowledge from the due diligence team to the integration team can maintain the company’s momentum, Accelerate the Transition®, and materially increase the odds, and speed, of capturing deal value. Not to mention leveraging valuable time to jumpstart integration planning activities pre-close. The transition from due diligence to integration includes the following activities.
US and Global M&A Integration Leader, PwC US
Principal, PwC US