My firm merged with a UK national giant in a cross-border tie-up that was regarded as pioneering at the time and has been a great success.
It was an invaluable personal experience. Since then, I have had the privilege of being at the heart of decision-making with clients of different sizes and in different markets, providing an independent and experienced voice, as they work towards the solution that is best for them.
To Merge or Not to Merge?
A combination of the recession, a new regulatory landscape and ever-more demanding clients has led to a surge in merger activity at local, national and international level which shows little sign of slowing.
The decision to merge or be taken over is usually life-changing and rarely easy. There are competing pressures:
- What are the strategic imperatives for both sides?
- Does the prospect of new markets and greater resources compensate for loss of control or the risk of a valued culture being submerged?
- Individuals assess what it means for them and how that squares with the needs of the firm. How will different personalities work together?
- Will one plus one make more than two?
If merger is a current issue for your firm, you might be interested in my article, Better Together? which identifies the main issues and the bear traps.