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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Read MorePodcast New Trends in M&A Retention Retention strategies strive to provide a strong reason for key talent to stay with the company. -
Read MoreReport Integrating total rewards effectively in M&A Rewards are deeply personal as employees rely on them to pay bills, access medical care, prepare for retirement and more. -
Read MoreArticle Five steps to take before your next deal Five key HR M&A considerations -
Read MoreArticle 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. -
Read MoreArticle 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. -
Read MoreProduct 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. -
Read MoreReport Culture risk in M&A This research report is full of robust data and critical insights to better manage people risks. -
Read MoreReport People Risk in M&A M&A risks: The unrealized potential of people in deal value creation -
Read MorePerspective 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. -
Read MorePerspective 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 -
Read MoreJournal 2020 M&A Handbook A selection of perspectives from our businesses offering insights from their work helping to navigate through M&A activities. -
Read MorePerspective Making Good Decisions in Bad Times Critical Capabilities For Effective Liquidity Management During COVID 19 -
Read MorePerspective As M&A Strategy is Reshaped, Unlocking Deal Value Depends on Retaining and Motivating Talent -
Read MorePerspective 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. -
Read MorePerspective Talent Assessment in M&A Talent decisions often involve more complexity than other integration decisions (e.g., products, markets, customers) yet may be made with less rigor, discipline, and data. For M&A leaders to be successful, they need to “raise their game” in talent assessment. -
Read MorePerspective Social Listening: The Revolution in Understanding What Your Customers Want New techniques better capture consumer intelligence in real time.