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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Podcast Retention strategies strive to provide a strong reason for key talent to stay with the company.New Trends in M&A Retention
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Article Five key HR M&A considerationsFive steps to take before your next deal
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Report Rewards are deeply personal as employees rely on them to pay bills, access medical care, prepare for retirement and more.Integrating total rewards effectively in M&A
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Article The sustainability and effectiveness of corporate people practices is therefore a major factor in the success of any M&A deal.How Good Work can make or break a deal
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Product Gain real-world insights and learn the business, financial and people drivers associated with deal success to become an M&A leader.Mercer M&A Ready Academy
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Report M&A risks: The unrealized potential of people in deal value creationPeople Risk in M&A
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Report This research report is full of robust data and critical insights to better manage people risks.Culture risk in M&A
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Article 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.Skills create or erode M&A deal success
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Perspective 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.Why Cyber Risk Should be Quantified in M&A Transactions
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Perspective 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.Targeted Attacks: Defending Against an Evolving Threat
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Perspective 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.Data And Trust Beyond COVID-19
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Perspective 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 2018Transactional Risk Insurance 2019: Year in Review
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Journal A selection of perspectives from our businesses offering insights from their work helping to navigate through M&A activities.2020 M&A Handbook
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Perspective Five Near-Term Moves to Accelerate GrowthEmerge Stronger From A Crisis
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Perspective Learn how private equity (PE) firms work with their portfolio companies to help them grow and ultimately maximize returns.A Solid Risk and Insurance Strategy is Fundamental for Strong Returns in Private Equity
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Perspective 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.Supply-chain Optimization: Levers for Rapid EBITDA