Our operational perspective: Whether kicking the tires in the consideration stage or making the right moves after the deal is done, make sure your mergers and acquisitions create a beautiful, growth-oriented team. Ensure your new firm silences the doubters by minding these 12 operational building blocks of M & A success
This document summarizes the services provided by HEED, a company that helps other companies implement science and data into their sales processes. HEED provides strategy and consulting, analytics, digital transformation, and sales training. For strategy, they help clients address sales challenges, restructure processes, and transform their approach. Their analytics services provide insights into sales performance, marketing ROI, and sales forecasting. For digital transformation, they implement CRM systems and sales automation tools. HEED also operates an academy that provides a 6-month sales training curriculum to standardize sales competencies. Case studies provide examples of projects optimizing sales models, building scalable sales organizations, and implementing performance dashboards and forecasting.
The document discusses strategies for scaling up a business to the next level. It outlines a 5-step process for scaling up: 1) evaluate current operations, 2) determine how to scale up through new positions, 3) scale up capacities, competencies and capabilities, 4) implement new structures, processes and ownership models, and 5) establish outcome and impact measures. Key aspects of scaling up include increasing current capabilities and offerings, strengthening talent, automating tasks, and integrating functions through improved structures and processes. Measurement of outputs, outcomes and impact is important to evaluate scaling up efforts and make adjustments.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
How to use annual plan to set your company for Win !!!Browne & Mohan
At the end of the financial year, everyone makes business plans for the next financial year. The process consumes resources, time, and yet often remains a just another ritual to be followed. This paper discusses why annual plans fail to yield results, and what should be done to make it a guiding document for the coming FY.
The document discusses Growthink, a business plan consulting firm. It provides an overview of Growthink's Business Plan Guide, which helps clients prepare business plans to raise capital. It also describes Growthink's two main offerings - their Ultimate Business Plan Template and Consulting services. The template allows clients to quickly create an expert business plan, while consulting provides a fully customized plan developed by Growthink's team of experienced consultants. Both options aim to help clients raise funds and grow successful businesses.
This document summarizes the services provided by HEED, a company that helps other companies implement science and data into their sales processes. HEED provides strategy and consulting, analytics, digital transformation, and sales training. For strategy, they help clients address sales challenges, restructure processes, and transform their approach. Their analytics services provide insights into sales performance, marketing ROI, and sales forecasting. For digital transformation, they implement CRM systems and sales automation tools. HEED also operates an academy that provides a 6-month sales training curriculum to standardize sales competencies. Case studies provide examples of projects optimizing sales models, building scalable sales organizations, and implementing performance dashboards and forecasting.
The document discusses strategies for scaling up a business to the next level. It outlines a 5-step process for scaling up: 1) evaluate current operations, 2) determine how to scale up through new positions, 3) scale up capacities, competencies and capabilities, 4) implement new structures, processes and ownership models, and 5) establish outcome and impact measures. Key aspects of scaling up include increasing current capabilities and offerings, strengthening talent, automating tasks, and integrating functions through improved structures and processes. Measurement of outputs, outcomes and impact is important to evaluate scaling up efforts and make adjustments.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
How to use annual plan to set your company for Win !!!Browne & Mohan
At the end of the financial year, everyone makes business plans for the next financial year. The process consumes resources, time, and yet often remains a just another ritual to be followed. This paper discusses why annual plans fail to yield results, and what should be done to make it a guiding document for the coming FY.
The document discusses Growthink, a business plan consulting firm. It provides an overview of Growthink's Business Plan Guide, which helps clients prepare business plans to raise capital. It also describes Growthink's two main offerings - their Ultimate Business Plan Template and Consulting services. The template allows clients to quickly create an expert business plan, while consulting provides a fully customized plan developed by Growthink's team of experienced consultants. Both options aim to help clients raise funds and grow successful businesses.
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
Generic Enterprise Model copyright PatrickChuck Patrick
This document provides an overview of an enterprise and its key functions for fulfilling a business vision. It outlines four main areas: [1] operate the enterprise to ensure smooth business operations and adequate resources; [2] market products and services through creative marketing strategies, partnerships, and pursuing opportunities; [3] build products and services tailored to customer needs; and [4] deliver products and services to customers for use and satisfaction. Under each area it describes specific objectives and considerations.
This document summarizes the results of a survey of UK consultancies called the Business Vision Barometer. The survey found that most consultancies have a positive outlook for the next quarter and are experiencing growth. However, they face challenges such as recruiting talent, increasing new business leads, and decreasing client budgets. Financially, their biggest challenges are increasing profitability, managing cashflow, and late payments. While most consultancies have not lowered rates to win business, some have dropped rates by 10-20% which could undermine their perceived value. The document recommends focusing on revenue growth through robust systems and talent recruitment in the current positive economic climate.
The document provides guidance for service sector businesses on developing a quality-driven "more for more" business culture. It discusses the need for businesses to focus on quality and value rather than just cost to achieve growth. Key steps outlined include articulating a clear vision and values, permeating the culture throughout all aspects of the business, empowering employees, establishing quality standards, promoting a blame-free culture, and linking rewards to performance. The importance of ongoing training, understanding clients, realizing staff potential, and retaining talent to maintain the culture is also emphasized. A case study of a recruitment firm that implemented cultural changes to support its scaling up plans is also included.
Be1st Advisors is a management consulting firm focused on providing strategic solutions to clients in the textile and retail industries. It was founded in 2006 and currently has over 20 skilled professionals across its Mumbai and Jaipur offices. Be1st Advisors offers a range of services including growth strategy, market strategy, business planning, supply chain optimization, and organizational design to help clients improve performance and grow their businesses.
Top 10 B2B Marketing Companies, Telemarketing ExcellenceMariAnne Vanella
The Vanella Group, Inc. featured in 10 Fastest Growing Marketing Companies list for 2018. B2B Telemarketing and Telesales services for tech is the exclusive focus. What's new in sales pipeline management in 2019? Read on!
RWGreenwood Consulting helps businesses develop strategies for sustainable growth and profitability. They do this by analyzing external factors and competitive landscapes. Their experience delivering initiatives in pricing, supply chain, mergers and acquisitions has generated millions in value for clients worldwide. They take a tailored approach rather than relying on standardized frameworks. Their focus areas include strategy, revenue growth, cost savings, and forecasting. They have experience advising mining, utilities and industrial companies.
Insights Success has shortlisted "20 Most Admired Companies of the Year 2019 with an intent to acknowledge & admire the novel approaches of these businesses
Implementing lead management best practices through marketing automation reduces the cost of marketing, fills the sales pipeline faster with better quality leads, and grows revenue
Canadian Credit Union Research Paper - Employee EngagementKim Parker, CMA
Credit unions face challenges in sustaining employee engagement. Research shows the top drivers of engagement for credit union employees are professional growth, organizational vision, and teamwork. However, member focus, which is important for credit union success, does not strongly drive engagement. To improve engagement, credit unions need to clearly tie member focus to their organizational vision and employees' professional growth opportunities, so employees see helping members as key to their own success and the organization's objectives. Strategies for engagement include ensuring opportunities for professional development, clearly communicating an inspiring organizational vision, and breaking down silos to encourage more collaboration between employees.
Outbound lead generation through targeted teleprospecting is an essential component of a strong sales machine that can drive predictable and consistent growth. While inbound marketing has its place, outbound efforts are needed to target the right accounts, engage early evaluators, and have two-way conversations with potential leads. Hiring an internal outbound team requires substantial resources for management, training, and environment, making outsourcing a more cost-effective option. DemandDrive specializes in outbound lead generation through a proprietary sales pipeline and trained business development representatives that work closely with client teams.
Alan M. Kahn is an experienced senior leader with a background in business turnaround, restructuring, sales, marketing and operations. He has led companies through change to increase shareholder value. He is skilled at identifying core strengths and exploiting them to increase revenue, profit margins and market share. He has experience in manufacturing, service, non-profit and government sectors serving national and global markets.
Red Shoes Consulting is a boutique advisory firm focused on business development, interim management, social media marketing, digital strategy, and market research. They take a rapid, entrepreneurial approach and only use experienced consultants rather than recent graduates. They have worked with clients across various industries to develop strategies, launch new initiatives, improve investment performance, and increase revenues through brand extension.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
This document provides an overview for writing a business plan for an innovation business competing in an intellectual property-based business plan competition. It discusses key topics to cover such as the business idea, product description, market analysis, marketing plan, financial plan, and risks. Business plan structures and outlines are presented, along with tips for the executive summary, presentation, and appendices. The goal is to help entrepreneurs develop a comprehensive yet concise plan that clearly communicates their innovative business concept.
The document provides an overview of Don W. Gee's background in recruiting, talent strategy, and management training. It includes highlights of his achievements in developing recruiting programs and strategies for various organizations. The document also outlines common recruiting challenges faced by corporations and agencies. It proposes strategies for effective vendor management, centralized recruiting processes, and metrics for determining when to escalate external recruiting efforts.
Effective assessment of sales talent is critical for mergers and acquisitions to be successful. If acquiring companies do not pay the right price and properly assess and retain key talent, most M&A deals fail. Reliable online assessment tools now allow companies to evaluate sales organizations quickly after an acquisition to identify top performers to retain, roles needing filling, and development needs. This helps companies integrate sales teams and maximize growth from the merged entity.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
The document discusses challenges faced by professional services organizations and how outdated tools can limit their ability to address these challenges. It describes 7 key challenges: 1) managing growth smoothly, 2) improving operational efficiency, 3) delivering superior customer experiences, 4) winning more business, 5) executing projects profitably, 6) optimizing resource utilization, and 7) attracting and retaining top talent. It argues that professional services organizations need new tools that provide transparency, flexibility and access to data to help them overcome limitations and take advantage of opportunities to improve business performance.
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
Generic Enterprise Model copyright PatrickChuck Patrick
This document provides an overview of an enterprise and its key functions for fulfilling a business vision. It outlines four main areas: [1] operate the enterprise to ensure smooth business operations and adequate resources; [2] market products and services through creative marketing strategies, partnerships, and pursuing opportunities; [3] build products and services tailored to customer needs; and [4] deliver products and services to customers for use and satisfaction. Under each area it describes specific objectives and considerations.
This document summarizes the results of a survey of UK consultancies called the Business Vision Barometer. The survey found that most consultancies have a positive outlook for the next quarter and are experiencing growth. However, they face challenges such as recruiting talent, increasing new business leads, and decreasing client budgets. Financially, their biggest challenges are increasing profitability, managing cashflow, and late payments. While most consultancies have not lowered rates to win business, some have dropped rates by 10-20% which could undermine their perceived value. The document recommends focusing on revenue growth through robust systems and talent recruitment in the current positive economic climate.
The document provides guidance for service sector businesses on developing a quality-driven "more for more" business culture. It discusses the need for businesses to focus on quality and value rather than just cost to achieve growth. Key steps outlined include articulating a clear vision and values, permeating the culture throughout all aspects of the business, empowering employees, establishing quality standards, promoting a blame-free culture, and linking rewards to performance. The importance of ongoing training, understanding clients, realizing staff potential, and retaining talent to maintain the culture is also emphasized. A case study of a recruitment firm that implemented cultural changes to support its scaling up plans is also included.
Be1st Advisors is a management consulting firm focused on providing strategic solutions to clients in the textile and retail industries. It was founded in 2006 and currently has over 20 skilled professionals across its Mumbai and Jaipur offices. Be1st Advisors offers a range of services including growth strategy, market strategy, business planning, supply chain optimization, and organizational design to help clients improve performance and grow their businesses.
Top 10 B2B Marketing Companies, Telemarketing ExcellenceMariAnne Vanella
The Vanella Group, Inc. featured in 10 Fastest Growing Marketing Companies list for 2018. B2B Telemarketing and Telesales services for tech is the exclusive focus. What's new in sales pipeline management in 2019? Read on!
RWGreenwood Consulting helps businesses develop strategies for sustainable growth and profitability. They do this by analyzing external factors and competitive landscapes. Their experience delivering initiatives in pricing, supply chain, mergers and acquisitions has generated millions in value for clients worldwide. They take a tailored approach rather than relying on standardized frameworks. Their focus areas include strategy, revenue growth, cost savings, and forecasting. They have experience advising mining, utilities and industrial companies.
Insights Success has shortlisted "20 Most Admired Companies of the Year 2019 with an intent to acknowledge & admire the novel approaches of these businesses
Implementing lead management best practices through marketing automation reduces the cost of marketing, fills the sales pipeline faster with better quality leads, and grows revenue
Canadian Credit Union Research Paper - Employee EngagementKim Parker, CMA
Credit unions face challenges in sustaining employee engagement. Research shows the top drivers of engagement for credit union employees are professional growth, organizational vision, and teamwork. However, member focus, which is important for credit union success, does not strongly drive engagement. To improve engagement, credit unions need to clearly tie member focus to their organizational vision and employees' professional growth opportunities, so employees see helping members as key to their own success and the organization's objectives. Strategies for engagement include ensuring opportunities for professional development, clearly communicating an inspiring organizational vision, and breaking down silos to encourage more collaboration between employees.
Outbound lead generation through targeted teleprospecting is an essential component of a strong sales machine that can drive predictable and consistent growth. While inbound marketing has its place, outbound efforts are needed to target the right accounts, engage early evaluators, and have two-way conversations with potential leads. Hiring an internal outbound team requires substantial resources for management, training, and environment, making outsourcing a more cost-effective option. DemandDrive specializes in outbound lead generation through a proprietary sales pipeline and trained business development representatives that work closely with client teams.
Alan M. Kahn is an experienced senior leader with a background in business turnaround, restructuring, sales, marketing and operations. He has led companies through change to increase shareholder value. He is skilled at identifying core strengths and exploiting them to increase revenue, profit margins and market share. He has experience in manufacturing, service, non-profit and government sectors serving national and global markets.
Red Shoes Consulting is a boutique advisory firm focused on business development, interim management, social media marketing, digital strategy, and market research. They take a rapid, entrepreneurial approach and only use experienced consultants rather than recent graduates. They have worked with clients across various industries to develop strategies, launch new initiatives, improve investment performance, and increase revenues through brand extension.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
This document provides an overview for writing a business plan for an innovation business competing in an intellectual property-based business plan competition. It discusses key topics to cover such as the business idea, product description, market analysis, marketing plan, financial plan, and risks. Business plan structures and outlines are presented, along with tips for the executive summary, presentation, and appendices. The goal is to help entrepreneurs develop a comprehensive yet concise plan that clearly communicates their innovative business concept.
The document provides an overview of Don W. Gee's background in recruiting, talent strategy, and management training. It includes highlights of his achievements in developing recruiting programs and strategies for various organizations. The document also outlines common recruiting challenges faced by corporations and agencies. It proposes strategies for effective vendor management, centralized recruiting processes, and metrics for determining when to escalate external recruiting efforts.
Effective assessment of sales talent is critical for mergers and acquisitions to be successful. If acquiring companies do not pay the right price and properly assess and retain key talent, most M&A deals fail. Reliable online assessment tools now allow companies to evaluate sales organizations quickly after an acquisition to identify top performers to retain, roles needing filling, and development needs. This helps companies integrate sales teams and maximize growth from the merged entity.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
The document discusses challenges faced by professional services organizations and how outdated tools can limit their ability to address these challenges. It describes 7 key challenges: 1) managing growth smoothly, 2) improving operational efficiency, 3) delivering superior customer experiences, 4) winning more business, 5) executing projects profitably, 6) optimizing resource utilization, and 7) attracting and retaining top talent. It argues that professional services organizations need new tools that provide transparency, flexibility and access to data to help them overcome limitations and take advantage of opportunities to improve business performance.
Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion Carpedia Consulting
1) Carpedia Consulting was engaged by an international systems integration company to help improve their revenue growth. The company discouraged hard selling tactics and relied on delivering value to clients to generate more work, but revenues were flat for 3 years.
2) Carpedia analyzed the company's operations and found that solutions architects who interacted with clients did not see themselves as salespeople and did little to pursue additional opportunities. Implementing dedicated salespeople also failed.
3) The solution developed by Carpedia focused on implementing a process for revenue conversion based around client needs, not selling. This involved restructuring client-facing roles, developing opportunity management processes, and providing workshops on skills like strategic account management, negotiation, and presenting. The
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
5 tips for customer experience transformationTarang Rai
Customer experience is not immobile, it’s a process that needs to be transformed with innovation. You need to keep on innovating customer experience by developing new product ideas, making processes and policies that are convenient for your users and creating new ways for customers to access value. So, what you deliver to our customers is not just enough, it’s how you deliver.
Slide share Institute for Quality Assurance London - QualityWorld Customer ...Dr. Ted Marra
Another classic article on Customer Focus - while a number of approaches have evolved over the years, the foundation elements remain unchanged. Again, many organisations 'talk a good game' when it comes customers, customer focus or customer centricity. But as we all know, 'talk is cheap' and 'talk' alone doesn't get the job done. One needs to understand the true requirements for being customer focused. One needs a 'strategic customer relationship management' system as discussed in other of my SlideShare uploads. Hopefully you will find that this article helps to continue to provide a 'directionally correct' viewpoint! Enjoy!
The document provides tips from various supply chain professionals on achieving supply chain success.
Key tips include establishing strong supplier partnerships, committing to cycle counts and using mobile technology for real-time data, ensuring the right staff is in place to handle future growth, modernizing processes for e-commerce, effectively managing suppliers through communication and metrics, using automation and software to drive efficiency, and taking an integrated approach to sales and operations planning to control costs.
The most crucial tip is to ensure having the right staff with the needed skills to handle current and future operations, as many companies will face a significant skills gap as large numbers of senior executives near retirement.
To manage productivity and contain costs, companies should focus on labour and space by cross-training employees rather than downsizing, and subletting excess space.
Establishing strong supplier partnerships, reviewing storage methods, and outsourcing non-core functions can maximize supply chain efficiencies. Regular cycle counts using mobile technologies can also improve accuracy and visibility.
As the economy grows, supply chain managers must ensure they have the right staffing to handle current and future operations, especially replacing soon-to-retire senior executives, in order to build bench strength and carry institutional knowledge forward. A cost analysis can also help optimize margins by identifying unprofitable clients.
The document contains responses from Jayne Heggen to three questions about her approach to strategic consulting. In the first response, she describes leaving clients with an operational approach that holistically addresses business issues from a practical perspective, focusing on accountability, tools, and enabling consistent performance tracking. The second response discusses involving people upfront in post-merger integration to facilitate commitment and ensure customized solutions are appropriate. The third response outlines a three-step approach: understanding resources vs capabilities; identifying commonalities; and aligning strengths around products/services through a purposeful action plan.
Creating a Culture of Cost Optimization discusses developing an organization-wide culture of cost optimization through strategic planning, clear communication, and understanding suppliers' industries. It recommends articulating how expense savings impact revenue, making cost reduction a shared initiative, committing to sustainable change, and leveraging supplier knowledge to gain value. Maintaining momentum requires incentives and continuous efforts to find long-term savings that can be reinvested.
Making the business case for brand change_Interbrand_MikeRochaMichael Rocha
1. The document discusses how to make the business case for brand change by connecting brand strategy to business results. It outlines Interbrand's approach which involves evaluating strategic options, conducting research and insights, scenario modeling, and articulating the business case.
2. Case studies are presented that demonstrate how Interbrand has helped clients strengthen their brands in ways that improved customer experience and financial performance. Quantitative and qualitative research is used to identify brand propositions and strategies to drive value.
3. Making an effective business case for brand change requires bringing together diverse skills including market research, analytics, financial modeling, and storytelling to show how brand investments can impact key business metrics and deliver a return on investment.
Execution Edge is an African consulting firm that provides strategy, business process improvement, finance, IT, governance, risk management, project delivery management, and human capital management services. Its mission is to make strategy work for clients and its vision is to be the top African consulting choice. It has experienced professionals who deliver hands-on advisory services to give clients a competitive edge through innovation.
Whitepaper: Increasing Performance With Data-Driven Insight, Not SpendingIconixx
Are you losing money through your incentive compensation program? Rather than relying on forecasts to maintain their trajectory for growth, companies need to address key challenges that may limit their future revenue. By focusing on improving their approach toward rewards and recognitions, companies can get closer to generating the positive outcomes they aim for in their forecasts.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
Growing with Purpose: How to Improve Your Software Company's EvaluationVolaris Group
An effective growth strategy for a software company includes building an effective board of directors with talented members, improving cash flow and EBITDA, developing a compelling growth story, investing in a strong management team, diversifying the customer base, creating recurring revenue streams, refining the company's pitch, increasing interest in the company, doing due diligence before an acquisition, simplifying the ownership structure, understanding the competition, and continuing to grow with the goal of acquisition.
This document provides an overview of 8 modules for practice management. Module 1 examines strategic planning and different practice models for accounting firms. It stresses the importance of developing a clear strategy tailored to the firm's goals. Module 2 explores various practice models and how networks can help firms add value and grow profitably. Subsequent modules discuss growing the firm, developing people strategies, leveraging technology, managing client relationships, risk management, and succession planning. The document emphasizes developing the right resources and services to meet client needs, and maintaining quality relationships and risk management practices.
QTrac is a tool from Bernard Hodes Group that uses surveys and polls to evaluate key factors impacting an organization's employment brand such as source effectiveness, recruiting process effectiveness, brand impact, and retention. QTrac gathers information to identify needs/expectations of target audiences, uncover employee perceptions of the employer brand, and determine how the brand has evolved. It also queries impressions of the recruiting process, brand awareness, source of hire, and job fit. QTrac helps organizations develop comprehensive employer branding strategies through recommendations from HR consultants.
With a fundamental shift in the CFO mission, the finance function has become a critical change agent across organizations. The role of financial leaders such as CFOs is evolving, from a traditional financial controller, to one that drives performance improvements across the organization.
Similar to Catalyft Mergers and Acquisitions Experiences (20)
This summary provides an overview of a consumer products company that engaged a consulting firm to help improve operational efficiency and profitability. The consulting firm implemented several changes over an 8-month period, including professionalizing the company's strategic sourcing department, setting annual targets and KPIs, rationalizing SKUs, and improving collaboration between sales and operations. As a result, the company achieved a 10% reduction in procurement costs, a 20% increase in planning accuracy, and other operational and financial improvements.
This document outlines 12 scalable and nimble options for upskilling employees through peer-to-peer learning, new business ventures, computer-based training, partnering with educational institutions, volunteering, mentoring programs, and leveraging free online resources and technology partners. Example applications are provided for each option.
Financial Due Diligence via Operational Perspective | Co-Authors Steve Koinis...Tom Atwood
The document discusses the importance of including operating partners in the financial due diligence process for private equity deals. It argues that operating partners can help assess management's ability to achieve growth goals by linking operational capabilities to financial analysis and identifying opportunities to improve performance. The operating partner focuses on understanding revenue drivers, costs, and key metrics like cash flow in order to evaluate upside potential and post-acquisition integration plans.
Catalyft B2B Services Experience Case 2019Tom Atwood
This document summarizes work done to help a $150 million media sales division transition from print to digital offerings. Key challenges included fierce competition, declining margins as print revenue decreased, and inefficient processes. The client implemented recommendations including:
1) Developing customized sales dashboards to provide timely performance metrics from individual salespeople to managers.
2) Redesigning workflows to reduce non-sales tasks for salespeople and centralize some functions like lead qualification.
3) Creating a standardized sales process based on top-performing salespeople with goals for moving clients through the sales funnel.
This document summarizes an engagement to improve operational excellence at a $300 million midstream energy services company. Key results included a 12% reduction in operating expenses, a 21% increase in processing productivity, and establishing a project management office. The engagement team implemented standardized processes, tools and training to bolster processing, maintenance, transportation and project management capabilities over 36 weeks. This included developing improved capacity planning, management dashboards, and training to better utilize performance metrics and drive operational improvements.
The document discusses conducting a walk-through at a company's work sites to identify opportunities for improvement by getting a fresh perspective. It outlines the preparation steps such as signing an NDA, discussing goals for the visit, and providing background information. During the walk-through, the team will observe workflows, asset utilization, work configurations and more without interrupting work. After, the teams will discuss observations and questions and decide how to proceed.
The document summarizes the services and results of a consulting firm in helping trucking companies improve performance and profitability through operational and organizational changes. Key points include:
- The firm has worked with multiple trucking companies of varying sizes to reduce costs, improve revenue, and operational metrics like uptime and efficiency.
- Engagements involve analyzing current operations ("trapped value analysis") to identify improvement opportunities, creating an implementation roadmap, and embedding new processes and systems ("performance integrated management system").
- Changes focused on safety, technology, productivity, and data-driven decision making to enable on-time and profitable delivery.
Experience case: Building up throughput capabilities in Capital Goods Manufacturing by incorporating technology enhancements, production flow, dashboard reporting, talent management enhancements, employee training, and materials management improvements. By embedding long-term production capabilities, the collaboration delivered throughput increases, order-to-ship time reductions, overtime reductions, materials management cost reductions, and EBITDA improvements.
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Qualcomm invited analysts and media for an AI workshop, held at Qualcomm HQ in San Diego, June 26th. My key takeaways across the different offerings is that Qualcomm us using AI across its whole portfolio. Remarkable to other analyst summits was 50% of time being dedicated to demos / hands on exeriences.
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NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
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Vision and Goals: The primary aim of the 1st Defence Tech Meetup is to create a Defence Tech cluster in Portugal, bringing together key technology and defence players, accelerating Defence Tech startups, and making Portugal an attractive hub for innovation in this sector.
Historical Context and Industry Evolution: The presentation provides an overview of the evolution of the Portuguese military industry from the 1970s to the present, highlighting significant shifts such as the privatisation of military capabilities and Portugal's integration into international defence and space programs.
Innovation and Defence Linkage: Emphasis on the historical linkage between innovation and defence, citing examples like the military genesis of Silicon Valley and the Cold War's technological dividends that fueled the digital economy, highlighting the potential for similar growth in Portugal.
Proposals for Growth: Recommendations include promoting dual-use technologies and open innovation, streamlining procurement processes, supporting and financing new ICT/BTID companies, and creating a Defence Startup Accelerator to spur innovation and economic growth.
Current and Future Technologies: Discussion on emerging defence technologies such as drone warfare, advancements in AI, and new military applications, along with the importance of integrating these innovations to enhance Portugal's defence capabilities and economic resilience.
How Communicators Can Help Manage Election Disinformation in the WorkplaceMariumAbdulhussein
A study featuring research from leading scholars to breakdown the science behind disinformation and tips for organizations to help their employees combat election disinformation.
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In today’s rapidly evolving markets, the integration of human insight with advanced AI technologies is crucial for making sophisticated, timely decisions. This presentation delves into how businesses in regulated industries such as finance, healthcare, and government can leverage AI to balance mission-critical risks with profitability, ensure compliance, and maintain necessary transparency. We'll explore strategic, tactical, and operational decisions across various scenarios, demonstrating the power of AI to augment human decision-making processes, thus optimizing outcomes. Whether you are looking to enhance your existing protocols or build new frameworks, this webinar will equip you with the insights and tools to advance your decision-making capabilities.
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1. 1
Mergers and Acquisitions (M & A) Experiences:
An Operational Perspective
Synopsis:
• Whether kicking the tires in the consid-
eration stage or making the right
moves after the deal is done, make
sure your mergers and acquisitions
create a beautiful, growth-oriented
team. Ensure your new firm silences
the doubters by minding these 12 op-
erational building blocks of M & A suc-
cess
Past M & A Client Profiles:
• $3+ billion post-acute care services
group
• $2+ billion business services provider
• $1+ billion healthcare insurance admin-
istration services provider
• $500+ million equipment manufacturer
• $250+ million food processing firm
• $60+ million health products manufac-
turer and distributor
Catalyft’s M & A Experiences:
• 10% on operational due diligence only
• 70% on post-acquisition implementa-
tion only
• 20% on both operational due diligence
and post-acquisition Implementation
Operational Results:
• 17% reduction in employee attrition
• 25% increase in production uptime
• 25% improvement in upselling and
cross-selling activities
• 32% increase in project milestone
achievement
• 40% higher employee engagement
survey scores
Financial Results:
• 26% improvement in revenue per em-
ployee trend
• 32% reduction in recurring technology
costs
• 10% increase in EBITDA growth
• 33% improvement in cash flow
M & A: Building Growth or Broken Dreams?
Are you sitting down? According to most academic and consult-
ing surveys over the past 10 years: 66 to 90% of mergers & acqui-
sitions (M & A) plans have failed to live up to investor and man-
agement expectations. (please see HBR, March 2011). With all
these relationships ending in disappointed grumblings of missed
opportunities, mutually hurt feelings, and perhaps, a few tears of
exasperation, M & A is not for the faint of heart or sensitive of
stomach.
Whether firms are looking to leverage acquired company assets
for synergies (such as customer acquisition, cost reductions,
product development, production capacity, and distribution
channels) or grow new capabilities by acquiring novel business
models (such as higher margin products & services, innovative
technologies, and new go-to-market capabilities), the anticipated
returns have not materialized with the speed and magnitude ex-
pected by most investors.
Reflecting on our own experiences, most companies do a fantas-
tic job with financial modeling, plan their asset utilization strategy
to precision, and put in the quality time thinking about who’s go-
ing to run the firm when the dollars settle; however, M & A imple-
mentations get tripped up by missing details found in the day-to-
day execution. It’s the heavy lifting housed within the internal
workings of the new firm— taking care of customers, designing
new services, making revenue-generating products, and coordi-
nating supply chain permutations — that can make the deal a
darling or a dud.
Clients work with us to move beyond pristine models unblem-
ished by reality and get down, way down, into the details of how
their firms make money, where their fixed and variable costs will
continue, and how to ensure the right team stays on post-merger.
Context: M & A Landscapes Traversed
All of our experience with M & A resides squarely on the opera-
tional side rather than on the finance and accounting components
of the deal. There are numerous very talented, venerable firms
specializing in deal structure who can more than take care of this
end of the challenge. Instead, our clients expect us to draw upon
our operational improvement results, provide upside potential
through operational due diligence (ODD), develop a well-rounded
Assimilation Roadmap with new management, put in the heavy
lifting to ensure the new business is up and running faster and
smoother than the majority of M & A cases. We build capabilities
allowing new owners and managers to know with data-backed
certitude that their Assimilation Roadmap implementation
MERGERS AND
ACQUISITIONS
www.catalyft.com
2. 2
is paying off as expected.
Our own historical profile with M & A clients have lined up as 10%
on the ODD side only, 70% getting us heavily involved with their
post-acquisition integration needs, and 20% engaging us early for
ODD but also for post-acquisition implementations. If we’re
working on the ODD side, we’re helping our clients see the up-
side performance potential, uncovering risks emanating from the
current operating model & organizational structure, and collabo-
rating on the Assimilation Roadmap needed to leverage new re-
sources or help cultivate multiple business models now under
one roof. While most of our M & A experience has been concen-
trated in Manufacturing, Business Services, Food & Beverage and
Healthcare, we consider the forthcoming list of crucial success
levers germane to most industries. You be the judge, though.
12 M & A Focal Points: Building Blocks For Accretion
New Culture, New Team Chemistry: Where Does Every Employee
Fit? — as the old adage goes, the team dynamic changes every
time a person is added or subtracted from the team. Now, start
talking about hundreds of new team members and the permuta-
tion dynamics start to get very interesting. The new manage-
ment team will be in flux. Whether directed by investors or self-
selected, over 50% of management will move on one year after
firms are combined. (Please refer to ResearchGate, November
2014).
Merging company cultures takes immense planning and over-
communication because the new team members have their own
perspective around the motivation behind the merger, long-held
aspirations for their own personal careers, questions about their
future place within the firm, and a deep need to understand the
on-going larger contribution the team provides the market and
society they’ve taken care of up to this point. Your newly-formed
team must understand the M & A vision, what core tenets of their
former company will be untouched, how new employees fit into
the plan, and most importantly, where their own specific place is
in the new firm.
Even something as seemingly innocuous and mundane as man-
agement meetings have their own cultural imports, preparation
expectations, leadership style, cadence, and outcomes. Over-
communication of the M & A vision is of paramount importance.
Providing your nervous team with a sense of enthusiasm about
all the possibilities cannot be left to informal chats. It must be
orchestrated by your Leadership Team. Defining a shared sense
of success must be laid out initially with progression milestones
revisited along the way.
The first few weeks are crucial to ensure the in-house talent you
have so carefully cultivated all these years sees the vision,
agrees it still aligns with their own professional aspirations, and
keeps them enthusiastic about contributing their talents to the
new firm (rather than doubling their efforts finding a new home).
12 Focal Points:
www.catalyft.com
Team
Chemistry
Customer
Relationships
Compensation
Plan
Data Hierarchy &
Metrics
Technology
Applications
Work
Flow
Portfolio
Pricing
Onboarding &
Training
Supply
Chain
Innovation and
New Products
Cash Conversion
Cycle
Operational
Risks
3. 3
In the end, you want to be able to reflect on this moment and tell
the team: we did what we said we would do!
Hard-Won Customer Relationships — the fact that you’re in busi-
ness today and in a position to contemplate a better business
through M & A is a testament to your team’s demonstrated ability
to create a product or service appreciated by customers. Per-
haps, the new acquisition looks promising for their customer
base, or perhaps, for a completely new go-to-market model.
You see cross-selling and up-selling potential amongst contigu-
ous markets, complementary offerings to your current customer
and the potential to bring them into your family without adding
even a speck of angst to your customer base (current or future).
Whatever the motivation, your M & A activities must be planned
with contingencies in mind. Customers will not be as enthused
as your team is about consolidated offices, Customer Relation-
ship Management (CRM) upgrades, combined customer interac-
tion points, new logos, and shared distribution centers. They just
want the level of quality and care they have come to trust from
you to continue and would not mind a bit if the merger provided
new ways of taking care of their needs with an even higher
standards of service. As a team, you must understand the new
avenue for customer experience, the new relationship touch-
points, how to integrate CRMs for best results, and have custom-
er service contingency plans in place when customer snafus
comes to light. Make sure the bumps and disappointments don’t
generate customer flight.
Two Motivating Words: Compensation Plan — while your newly-
formed firm might now boast more robust business capabilities, a
more diverse customer base, and even better coffee options,
these positive steps will not keep the attention of your new team.
While this may bring a smile to the crowd, the nods will be fleet-
ing. The true concern floating around the room will be about an
ancient concern crossing all eras and exchange tables —
employee compensation.
Yes, most people value other aspects of their work (contribution
to society, sense of accomplishment, collegial atmosphere, intel-
lectual curiosity, etc.) beyond the money but the common de-
nominator most employees share will be compensation. Your
team has to get this right in the new firm. If folks don’t get paid
on time with expected amounts, then all well-intentioned vision
statements and the very Executives shouting them in town hall
meetings get shellacked with labels of inauthenticity and short-
sightedness. Your team must truly understand the nuances
combining compensation plans, reinforce what’s changing and
what stays the course, and understand mishandling this aspect of
your team’s livelihood will be paid by losing talent to your com-
petitors. Run the compensation models. Structure the compen-
sation plan to respect legacy commitments but forge a path to
your new, ambitious goals. Make sure the go-forward structure
is motivating the behaviors needed to take due care of your team
and your customers.
www.catalyft.com
• Over 60% of post-acquisition plans
have not met expectations
• Over 50% of Managers move on
after the first year — team may face
increased vulnerability from key
relationships being severed due to
crucial employees moving on to
other opportunities
• Pre-acquisition financial models
may not match up with post-
acquisition day-to-day activities and
outcomes
• Current customer base could be-
come increasingly at risk of switch-
ing during M & A transitions
• Current IT infrastructure may not
provide adequate transparency to
daily operating problems and gaps
in performance - with information
flow becoming even more complex
post–acquisition
• Post-merger compensation struc-
tures may not be in alignment with
pre-merger expectations
• Employee onboarding and skills
training may not be aligned with the
new organization’s goals and may
not adequately incorporate individ-
ual professional aspirations after
the dust settles
• Combining organizations may cre-
ate further information breaks along
with unneeded licensing expenses
and redundant IT systems
• Inherited, archaic work flows may
not support your new post-
acquisition business model
• Aggregated pricing and products &
services portfolios may not be
aligned with new markets and ele-
vated financial expectations
• Newly-combined Supply Chain
may inject more stock-out risks
while escalating procurement,
transportation, and inventory hold-
ing costs
• Innovation pipeline may be inad-
vertently halted during the transi-
tionary period
• New Cash Conversion Cycle (CCC)
may be more complex and stub-
bornly resistant to past controls
Painful Considerations:
4. 4
Data Hierarchy and Operational Metrics — your team fought hard
to corral rows of unruly data and transform it into actionable busi-
ness intelligence replete with dashboards even Rembrandt could
love. Don’t allow your decision-making lifeblood to degenerate
into a stream of suspect, mixed messages by losing connection
and flow with performance baselines, daily key performance indi-
cators, credible trendlines, and ultimately, clear translation into
your firm’s financial statements.
Your new company must provide the key metrics your Sales &
Marketing, Operations, Supply Chain, Information Technology,
and Finance & Accounting teams rely on at this point. Merger or
not, you must ensure the team has the right metrics at the right
time to get their job done. If your team is hampered with multiple
unconsolidated data sources, information — and hence, decisions
— will not flow with the timeliness and conviction your team
needs to be successful.
And getting the data sources lined up is just the beginning. Your
team needs to worry about normalization of baselines, defending
against adopting so many key performance indicators on the new
dashboards that “key” becomes lost, and ensuring your new team
knows how to interpret the numbers. The overarching data hier-
archy not only provides visibility to the day-to-day management
of the business, it also allows all stakeholders to see the week-to-
week orchestration of your M & A assimilation. What gets meas-
ured, gets managed. Garbage in, garbage out. You get the idea.
Onboarding Your Onboarding and Training Programs — getting
your new team comfortable and aligned is tough enough; and
yet, you must also think about setting up future employees for
success. Most employee surveys whole-heartedly affirm the
power of training programs, refer to an expectation of employers
helping the team to sharpen their skills, and back up the notion
that robust training programs help customers plus staff retention.
However, our experience tells us most pre-M & A training pro-
grams are already hindered with outdated content, misaligned
use of training media clanging against workforce learning needs,
and too few trainers tasked with educating too many employees.
These energy-draining missteps are exacerbated with M & A ac-
tivities because near-term priorities take hold, old programs are
neglected, and some very good people leave. With the new
company, you now must worry about updating content to new
company standards, covering past due training for a larger staff,
and figuring out how to get this done while keeping the throttle
wide open. Consider your onboarding to-do’s. A new company
calls for new procedures to be implemented, shifting roles to be
clarified, and overlapping Human Resources and Recruiting talent
from the prior firms to be re-deployed in the best manner. Train
your trainers for your customers, your team, and your firm’s on-
going evolution.
Technology Applications and Systems Proliferation — every busi-
ness benefits from thoughtful technology implementations driven
Brand Management Experience Case
www.catalyft.com
A Brand Management Company
providing Graphics Services, Pre-
Press, Advertising Materials, Pack-
aging, Catalogs, and Printing Ser-
vices acquired its largest competi-
tor. Now combined, the organiza-
tion was more than 4,000 people
across 13 US locations.
The resultant set of applications
software used to build and deliver
customer products was deeply cus-
tomized and maintained by 13 pock-
ets of technical expertise using
different coding tools and products.
The combined infrastructure archi-
tecture was widely disparate. Addi-
tionally, there was no depth of ei-
ther applications or infrastructure
support.
We were engaged to develop the
plan to reduce the risk of loss of
revenue due to technical failure and
overall cost of technology support.
We completed a skills assessment
of the technology staff at each loca-
tion, inventoried the applications
software and hardware, plus tied it
to product, client, and required sup-
port. With this information, we de-
veloped a three-phase plan that
would yield the following return on
investment (ROI) from capacity
planning and productivity improve-
ments:
• Phase 1 5.6 to 1
• Phase 2 8.2 to 1
• Phase 3 10.9 to 1
The board approved the plan and
the internal technical staff imple-
mented the plan without losing any
clients due to a technology failures.
5. 5
by use cases emanating from your team. Whether your team is
utilizing internally-developed or highly-customized systems, mas-
sive big-name Enterprise Resource Planning (ERP) systems, and /
or Software as a Service (SaaS) applications for specific needs,
your new firm must comb through all the options with a good, old
-fashioned cost-benefit analysis to make sure the best technolo-
gy applications stay with the new firm, employee training is con-
sistent, and inherited technology partners are vetted.
Without this analysis, we’ve seen new teams saddled with under-
performing IT systems, excessive licensing costs, and the most
painful information silos since the advent of the Pony Express.
M & A time is an excellent time to make sure your team has the
technology they need and Finance has the return on investment
they cherish.
Work Flow: Some Assembly Definitely Required — work can flow
to your teams (or remain expensively stuck in line and unloved) in
many diverse ways. Whether work assignments pop up on-
screen, arrive backed up in trucks at a shipping dock, or come
barreling down an assembly line, the architecture of the work
flow must be re-engineered to match your new business model
(or models). Irrespective of the type of work, your new team
needs to have their consolidated resources matched with evolv-
ing work volumes, tight quality standards embedded into the pro-
cess, and work flowing to the most qualified team members with
capacity to get the job done while meeting discerning customer
expectations.
Our experience tells us M & A time is the best time to implement
creative destruction of past underperforming, inefficient work
flows. Floor layouts may have been inherited from days long
gone. New technology-enabled solutions may be a better fit for
your new firm than the old-time, informal work flows that limped
along just fine back in the day. Now, your business is much more
complex and your customers have unprecedented options. Care
must be taken to ensure work flow is precisely orchestrated given
your company’s more sizeable, complex configuration. Perhaps,
your team has to assign work across more regions, or maybe to a
couple more countries, or even across an unprecedented global
reach.
Now is the time to leverage newly-available, innovative software
applications to efficiently assign work, collaborate across teams,
and ensure customers and team members alike are so very hap-
py. Time to fix flows now — without breaking the one’s working
well for your team.
Products, Services, and Pricing Portfolio Scrutiny — most likely,
your team is just as enthused as you are about adding new prod-
ucts and more comprehensive services to the revenue stream —
now made possible by your new division or acquired company.
Amongst all the priorities competing for time and resources dur-
ing your transition time, your team must also make sure the newly
-infused portfolio does not have any nasty, expensive surprises
Insurance Experience Case:
www.catalyft.com
A Third-Party Healthcare Insurance
Administrator acquired five smaller
companies over one year resulting in a
company that now had the ability to
offer third-party administration ser-
vices to every type of payer (employer
sponsored, government, and private
insurance) healthcare plan including
fee for service, health maintenance
organization (HMO), and preferred
provider organization (PPO),
Each company brought with it a
salesforce, an active client base, and
custom software solutions. We were
engaged to develop and implement a
plan to integrate applications, manage
the development of the integrated
solution, and transition the six compa-
nies to the integrated solution. We
worked with the technical leaders of
each of the companies to match the
functionality of current applications to
the total lifecycle of benefit plan man-
agement, then reviewed the capabili-
ties of each application as a team.
From this, we developed a future state
solution that would integrate the re-
quired functionality and a plan for im-
plementation to reduce current
maintenance, improve speed to mar-
ket, and increase plan administrator’s
capability to analyze their plan results.
The team vetted the proposed solu-
tion with all functions within the organ-
ization including sales, marketing, and
operations to ensure this solution
would meet both client and internal
requirements.
With the organization aligned, we
were able to implement the integrated
solution over eighteen months with a
32% reduction in recurring technology
costs and contributing to 10% annual
growth in EBITDA in Year Two.
6. 6
like cannibalized sales, redundant offerings, overpriced showpiec-
es, or underpriced superstars. You’ve always had to get the bal-
ance of supply and demand right. Now complicating matters, you
must also contend with team members looking to preserve pet
products or defend their past work efforts to carve out some
comfort in their newly transitioning employer. M & A time is the
right time to objectively analyze the go-forward portfolio and
pricing path without hidden agendas.
Culling products and services no longer in alignment with your
new vision is a must. Initiating a few tough but necessary conver-
sations with your stakeholders around pricing, go-forward prod-
ucts & services, and brand portfolios can pay off in margin growth.
Frankensteinian Supply Chain — your newly-amalgamated Supply
Chain may harbor some unwelcomed features if it does not get
the attention it needs. Nefarious, expensive surprises like un-
planned stock-outs, disappointed customers, dejected vendor
partners, and ballooning expediting costs. Perhaps, your team
must now resign themselves to the fact that some divisions have
better ways of ordering, transporting, receiving, storing, and deliv-
ering than other divisions.
M & A time is the right time to find those pockets of strength and
make isolated better practices the comprehensive backbone of
your new Supply Chain. Your new network architecture should
rise above old legacy conventions, incorporate the nuances of
daily business, and energetically support your new business
models.
Just take a few moments and ponder all the interconnections
with other companies and relationships developed when consid-
ering modes of transportation to get your goods & services, cus-
tomers, patients, and employees in the right place to do business.
Next, add in all the relationships and opportunities involved with
procuring your organization’s goods & services. Considering all
your team’s existing Supply Chain processes and new EBITDA-
impacting opportunities alongside the multitudinous points of fail-
ure across your network can get uncomfortably complex — even
viewing from on high can be tough, right?
Supply Chain wins wars and wins new customers. This aspect of
your business has so many implications (customer expectations,
safety concerns, environmental impacts, cost of goods sold, em-
ployee frustration levels, vendor relationships). It’s a wonder any-
body gets a chance to go to sleep when contemplating a M & A
move.
Our experience tells us technology will be a major contributor to
optimizing your new Supply Chain. However, technology is un-
questionably necessary—but not sufficient—to take care of your
customers, your team, and your financial statements. Our Supply
Chain experiences coalesce around making sure technology ap-
plications turn data into information — empowering your team to
mitigate risks, contain costs, and maximize customer euphoria.
www.catalyft.com
Airline Catering Experience Case:
An international Airline Caterer had a
significant loss of revenue due to
the elimination of meals in Coach
and reduction of food service in First
Class. The company’s survival was
dependent upon reinventing itself
as not only an airline caterer but al-
so as a company who provided high
-end catering to other international
transportation services, home meal
replacement for grocery store
chains, and a variety of fresh pack-
aged sandwiches to convenience
stores.
To accomplish this, the caterer pur-
chased five specialty food compa-
nies who excelled at working with
large customers and highly-
customized recipes.
We facilitated the development of
an integrated automation infrastruc-
ture, data communications, and help
desk concept operating model. Ad-
ditionally, we implemented the tran-
sition plan, reengineered new busi-
ness processes, and managed the
comprehensive Assimilation
Roadmap without business interrup-
tion, on time and within budget.
Works Cited:
“The Big Idea: The New M & A Play-
book” by Clayton Christenson, Rich-
ard Alton, Curtis Rising, and Andrew
Waldeck, March 2011, Harvard Busi-
ness Review
“Latest Trends In Mergers and Ac-
quisitions Research: The New
Pattern of Globalization” by Iulian
Warter and Liviu Warter, November
2014, ResearchGate Net
7. 7
Innovation, Intellectual Capital, and Your Next Money-Maker —
we’ve all read about (and marveled at) companies so attuned to
building in creativity and innovation, they build it in as an expecta-
tion and even designate timeslots within the weekly schedule.
Excellent!
However, most companies don’t offer such latitudes and must
rely on customer feedback, astute sales & marketing depart-
ments, inspired engineers, structured research and development
centers, and entrepreneurial employees to point them in the right
direction toward their next commercial success. Whatever
means your company has channeled inspiration in the past is not
as important as the way innovation occurs today— and how great
ideas will be captured and leveraged tomorrow.
Your new team needs to know how good ideas turn into commer-
cial successes. This process might have to be more formalized
than the wistfully nostalgic, simpler days when an excited em-
ployee could just walk into the founder’s office with a cocktail
napkin diagram in hand and a heady dream in mind. Your now-
larger firm may need more structure to capture innovations
across the new team. There needs to be a way for employees to
ponder “could it be otherwise?” and get their ideas scrutinized by
the team at large to see if notions and inclinations warrant a
stronger test backed up by more company resources.
Well-designed and supported Research and Development de-
partments help. Robust Sales and Operations Planning (S & OP)
processes can be a well-informed conduit from your Customers
to your Engineering & Design team. Project Management Offices
can also ensure opportunities are moving to next-steps only
when the evidence is there to justify on-going existence and fu-
ture investment. Your new organization must build in ways of al-
lowing brilliance to bubble up.
Cash Conversion Cycle Responsibilities — woe unto those who
think cash flow will just take care of itself. When companies
merge, the cash constraints just get more complex. Accounts
Payable may be paying too soon or not at all. Some Payables
policies of your old firm may not line up with your new model.
Even the means of funds transference and accounts used going
forward need to be aligned with your new Accounting team and
new partners (banks, financial transaction services, legal teams,
Private Equity partners, etc. ) going forward. Business should not
stop when Larry in Payables goes fishin’.
With any newly-formed company, Accounts Receivable may fall
back as a lower priority and not get the proper attention it de-
serves. Perhaps, your now-consolidated Receivables may be too
much for the Sales, Operations, Finance, and Accounting teams to
manage. Understanding when and where your new team should
best apply their collective energies in the pursuit of cash is imper-
ative. Our experience tells us understanding the various reasons
why Receivables are aging is of paramount importance. Next,
your team must have timely visibility of all the accounts and a
way to prioritize who needs their attention.
One World Trade Center
Suite 8500
New York, NY 10007
212 220 3897
NYC
300 North LaSalle Street
Suite 4925
Chicago, IL 60654
312 260 9907
CHIMIA
200 South Biscayne Blvd
Suite 2790
Miami, FL 33131
305 925 8112
Identify
2-4 meetings at no cost
• Discussion of issues
• Alignment around probable causes
• Framing of analysis scope
.
Qualify
3-6 weeks at cost
• Qualify opportunities
• Quantify anticipated results
• Initial engagement design
• Key meetings: Launch, Opportunity
Review, Solution Review, and Final
Framing of analysis scope
.
Modify
4-8 months
• Final engagement design
• Execution of engagement design
• Realization & measurement of results
• Ownership & sustainability
Our Way of Collaborating :
Office Locations :
SFO
101 California Street
Suite 2710
San Francisco, CA 94111
415 636 7999
TOR
20 Bay Street
11th Floor
Toronto, ON M5J 2N8
647 725 9662
www.catalyft.com
8. 8
Furthermore, your new organization needs to have customer rela-
tionships lined up with your new team, not only for New Sales, but
also for cash collection needs. After all, a sale is only good if your
team gets paid accordingly in the expected timeframe.
On the inventory side of matters, an integrated Sales & Operations
Planning (S & OP) capability is a must. Without it, the warehouse
could become filled with dusty, cash-laden inventory. Your new
organization needs to have the demand-sensing signals and con-
trolled processes in place to ensure customer orders turn into
cash rather than one-of-a-kind museum pieces weighing down
inventory balances. Our experience tells us your new firm must
also understand all the ways to move excess and obsolete inven-
tory along the order-to-cash continuum — from maintaining some
margin to becoming a total write-off.
Your post-M & A cash conversion cycle must be understood and
optimized. Furthermore, you must embed a cash-generating and
cash-preserving mentality into your new team rather than relying
on a handful of talented but stretched Finance & Accounting folks
to mind the cash.
Operational and Organizational Risks — woven throughout all this
M & A landscape is operational risk. In a world rife with unknown
outcomes, nervous talent, finicky customers, and merciless rivals,
the operational side of M & A needs due consideration. Most
teams we work with have a 100-day plan sketched out to help
mitigate all the inherent risks. Our collaborations ensure Manage-
ment is building momentum — every day — to exceed your plan.
To beat the odds of disappointment, an operations-based Assimi-
lation Roadmap accounting for the pitfalls is a great start. Then,
crisp, EBITDA-focused execution of your Roadmap allows your
team to breathe a little easier and turn anxiety about the near-
term into enthusiasm about the future. Going through this trying
time, your new team will appreciate an infusion of M & A experi-
ences, dedicated resources, and added agility to overcome new
wrinkles of adversity within their evolving organization.
Fortune favors data-backed decision-makers. On the operational
due diligence side, it is much easier to be a confident investor
when you’ve got operational experience at your beck and call.
On the post-acquisition integration side, Management teams must
have the confidence to overcome adversity and capitalize on new
opportunities down the road. Our M & A collaborations ensure
your new team has embedded next-level capabilities (processes,
tech-enabled tools, and training) to continue the march well be-
yond the 100-day plan and onto your next M & A opportunity.
We hope the time you’ve invested reading this experience case
provided a few points resonating with your own M & A contem-
plations. Please keep Catalyft in mind when considering a partner
to help ensure your team is ready for all the next-steps. We want
you to land firmly on the good side of the M & A odds, too.
www.catalyft.com
Clients’ Historical Return On
Investment
(avg.)
4.8 to 1
Engagement Statistics:
Team’s Collective
Career Projects
(total)
1,496
Specialists: Years
In Consulting
(avg.)
21
Team’s Career Training
Sessions Delivered
(total)
4,935
Supply Chain
Cost Savings
(avg.)
19%
Working Capital Unlocked
For Reinvestment
(avg.)
21%
Tech-Enabled
Productivity Increases
(avg.)
27%
Team’s Historical C-Suite
Executives Roles
(total)
39
Subject Matter Expertise
(SME) Network
(total)
900+