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
-
Read More
Podcast New Trends in M&A Retention Retention strategies strive to provide a strong reason for key talent to stay with the company. -
Read More
Article Five steps to take before your next deal Five key HR M&A considerations -
Read More
Report 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 More
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. -
Read More
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. -
Read More
Report People Risk in M&A M&A risks: The unrealized potential of people in deal value creation -
Read More
Report Culture risk in M&A This research report is full of robust data and critical insights to better manage people risks. -
Read More
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. -
Read More
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. -
Read More
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. -
Read More
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. -
Read More
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 -
Read More
Journal 2020 M&A Handbook A selection of perspectives from our businesses offering insights from their work helping to navigate through M&A activities. -
Read More
Perspective Emerge Stronger From A Crisis Five Near-Term Moves to Accelerate Growth -
Read More
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. -
Read More
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.