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Mergers & Acquisitions

A deep understanding of organisations, their people,
culture and risk profile.

Motivating key talent to drive your M&A

Our research shows that leadership is the most important factor in motivating employees during M&A.

In times of change, employees look to leaders for direction and focus. This means you cannot afford for your leaders to be distracted by concerns about their own futures – it's critical to start the integration process by addressing the concerns and engagement of senior leaders.

How we can help you gain advantage

Willis Towers Watson can help you harness the power of effective leadership by engaging and motivating your leadership team behind your M&A objectives. We can also help you identify those with the right qualities to lead your transaction.

We can provide the support you need to motivate your leaders, keep them focused on your transaction, and make them agents of positive change. We'll help you:

  • Align your leaders behind your M&A objectives
  • Make sure you have the right people in place to lead your transaction
  • Ensure they have the right incentives to make the transaction a success
  • Support them to provide effective leadership and manage change.

Our services

Leadership assessment

Our assessment tools will help you identify who is best equipped to lead your transaction, matching them with the specific qualities required for your deal. We use psychometric testing, profiling and benchmarking against proven M&A success factors to find the right people. 

Retention and rewards

Our experts will assess your risk of losing key talent as a result of your M&A. We'll help you design targeted incentive programmes to keep your key people on board during and after your transaction.

Leadership effectiveness

We're experts in developing effective leaders. We'll create bespoke tools and training programmes designed to enhance leadership skills among your top team, helping them to manage change and work together more effectively.

Case study - Mutual discovery and team building during M&A

Situation

  • A leading global chemical company merged with a competitor creating an organisation with a turnover of over EUR2bn, approximately 4,000 employees and multiple manufacturing facilities.
  • Management were keen to for the two companies to come together as a team, build trust and gain hearts and minds as they embarked on building a new company.

Solution

  • Conducted one-on-one interviews with each member of the top management team, covering overall merger sentiment, potential opportunities and risks to inform workshop focus.
  • Management were keen to for the two companies to come together as a team, build trust and gain hearts and minds as they embarked on building a new company.
    • Determining future state vision and culture and paving the path forward
    • Capitalising on opportunities and mitigating risks
    • Building mutual trust and commitment to plan of action.

Outcome

  • Top management team committed to future state vision and mission for the combined organisation
  • Hopes and hurdles for the integration shared and discussed openly and honestly
  • Desired culture identified and plans to bring it to life across the organisation developed
  • Top management team experienced working together, building mutual trust and commitment.