The upside of an M&A transaction is tremendous, but the strategy must be sound – from idea generation to deal close and beyond. Marsh McLennan has deep expertise across all stages of the lifecycle. We specialize in building and executing the strategy, defining and managing risks, and implementing a plan to optimize the most vital deal value-driver: its people.
M&A Advisory Perspectives
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Article How Good Work can make or break a deal The sustainability and effectiveness of corporate people practices is therefore a major factor in the success of any M&A deal. -
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Product Mercer M&A Ready Academy Gain real-world insights and learn the business, financial and people drivers associated with deal success to become an M&A leader. -
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Report People Risk in M&A M&A risks: The unrealized potential of people in deal value creation -
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Report Culture risk in M&A This research report is full of robust data and critical insights to better manage people risks. -
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Article Skills create or erode M&A deal success Most deals fail due to a lack of focus on people. But that mindset is changing as it’s people that can unlock deal value. -
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Perspective Why Cyber Risk Should be Quantified in M&A Transactions More and more dealmakers consider cyber risk during their due diligence processes. Yet there is often a lack of insight into the potential financial impact of acquiring an asset that may have previously suffered a cyber-attack/incident, or could suffer one. -
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Perspective Targeted Attacks: Defending Against an Evolving Threat The FBI and Department of Homeland Security have issued multiple alerts warning of increased cyber attacks on medical research and other organizations that have not traditionally been targeted by advanced threat actors. While targeted attacks are not new, we are seeing the nature and objectives of attackers expand. Threat actors are using increasingly sophisticated technology, tools and techniques, including those produced by nation state militaries and intelligence organizations. -
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Perspective Data And Trust Beyond COVID-19 Data and privacy have become perennial topics thanks to media scrutiny on cybersecurity breaches and the introduction of the GDPR. In addition, the pandemic has forced people to reconsider what they would share for the public good of controlling COVID-19. -
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Perspective Transactional Risk Insurance 2019: Year in Review The value of global mergers and acquisitions (M&A) in 2019 was roughly US$3.3 trillion across 19,322 deals, down 6.9% from 2018 -
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Journal 2020 M&A Handbook A selection of perspectives from our businesses offering insights from their work helping to navigate through M&A activities. -
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Perspective Emerge Stronger From A Crisis Five Near-Term Moves to Accelerate Growth -
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Perspective A Solid Risk and Insurance Strategy is Fundamental for Strong Returns in Private Equity Learn how private equity (PE) firms work with their portfolio companies to help them grow and ultimately maximize returns. -
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Perspective Supply-chain Optimization: Levers for Rapid EBITDA Supply chains are at the core of moving physical goods within and between companies. Yet, across industries they often represent one of the largest unaddressed cost blocks, where operational efficiencies are not targeted in a systematic way. That’s because most supply chains are not considered a source of value creation and differentiating advantage, but rather as an execution element. Furthermore, they are inherently complex —a melting pot of operational constraints that have developed organically over time. This often leaves significant untapped EBITDA and cash-flow potential for most companies moving physical goods as well as providing services. Depending on the industry, supply-chain costs range from 10 percent to more than 20 percent of revenues (see Exhibit 1). Mid-sized companies ($0.5-$5B revenue) often overlook these costs, and larger companies ($5B+ revenue) have highly complex operations. In either situation, focused supply-chain optimization can reduce costs by up to 25 percent, more than double what you can expect from most other operational improvement initiatives. -
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Perspective How Brand Paves the Way to Merger Success In a merger, chief executive officers and leadership teams are confronted with countless decisions and challenges. The checklist overflows with operational issues pertaining to cost rationalization and integration of finance, tax, HR and IT functions. -
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Perspective As M&A Strategy is Reshaped, Unlocking Deal Value Depends on Retaining and Motivating Talent -
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Perspective What Half A Decade of Data Tells Us About The Rising Need for W&I Coverage Deep Dive: W&I Insurance Claims Trends in Asia