M&A Process Management and Non-financial M&A Objectives (read more about Mergers and Acquisitions)

Advisers basically deliver three kinds of value: analysis, process management and results.

In M&A projects with many constituencies and sensitive agendas (e.g., acquisitions, mergers, trade sales, integrations, etc.), an important part of value creation may be related to how the project is managed in order to achieve non-financial results.

M&A Projects May Have Non-Financial Objectives

An example of a non-financial objective is to run an M&A project in a way which creates acceptance of a solution from all owners; another may be to bridge a dilemma between industrial vs. financial ownership (e.g., preferred by employees vs. preferred by external shareholders).

The Skills of M&A Process Management

To manage M&A projects in a way that creates these kinds of additional values requires management skills far beyond "finance" (which is the rather trivial part). Other ingredients include the ability to create trust and support between parties having different motives and objectives, develop win-win solutions (and have them accepted), apply empathy and listening skills, pull critical issues out of a complex situation – to focus on the essentials, and then translate these key factors into perceived value for each participating party.
Examples of non-financial M&A process objectives, 
  M&A process, M&A processes, M&A process management, M&A process objective, M&A process objectives, 
  ownership change, ownership process, ownership strategy, ownership strategies, 
  M&A process in Norway, M&A processes in Norway, M&A process management in Norway, M&A process objective in Norway, M&A process objectives in Norway, 
  ownership change in Norway, ownership process in Norway, ownership strategy in Norway, ownership strategies in Norway, 

  acquisition, acquisitions, merger, mergers, mergers & acquisitions, mergers and acquisitions, trade sale, trade sales, divestiture, divestitures, 
  acquisition in Norway, acquisitions in Norway, merger in Norway, mergers in Norway, mergers & acquisitions in Norway, mergers and acquisitions in Norway, trade sale in Norway, trade sales in Norway, divestiture in Norway, divestitures in Norway, 

  advisory, advisory services, consulting, management consulting, financial consulting, M&A consulting, M&A services, 
  management consultant, financial consultant, M&A consultant, 
  project management, negotiation, negotiation support, 
  advisory in Norway, advisory services in Norway, consulting in Norway, management consulting in Norway, financial consulting in Norway, M&A consulting in Norway, M&A services in Norway, 
  management consultant in Norway, financial consultant in Norway, M&A consultant in Norway, 
  project management in Norway, negotiation in Norway, negotiation support in Norway, 

  company, companies, business, businesses, enterprise, enterprises, firm, firms, 
  company in Norway, companies in Norway, business in Norway, businesses in Norway, enterprise in Norway, enterprises in Norway, firm in Norway, firms in Norway, 

  Norway, Scandinavia, Nordics, Northern Europe
Illustration: Examples of non-financial M&A Process Objectives

The process part of an M&A project consists of navigating between different constituencies in an optimal sequence with balanced focus in order to create results related to non-financial objectives.

Relevant Factors of the M&A Process Design

  • Which non-financial objectives are essential, and why?

  • Who are the constituencies? What are their motives? What are the critical issues for each party?

  • What combinations of solution elements represent a win-win between the constituencies, and to what extent?

  • How should the different parties be involved? How much? When? In what sequence? In what way?