The Human Side of M&A: A Tale of Two Sales Manager

When Company B acquired Company A, top sales manager Andrew felt a mix of emotions. Despite his impressive track record, he worried about losing leadership influence and potentially his job, especially with Company B's brilliant sales manager in place. Andrew's concerns weren't unfounded; after all, he had a family to provide for.

Meanwhile, Company B's top management saw the acquisition as an opportunity to expand its customer base, built largely on Company A's strong relationships and Andrew's reputation. This perception mismatch is common in M&A deals.

The Importance of Full Pre- acquistion Due Diligence

In acquisitions, due diligence is crucial. However, pre-acquisition due diligence; particularly involving sales and marketing leaders can make or break the deal. When the motivation is customer-base driven, leveraging the acquiring company's commercial team to help in investigation and pre-diligence audits is vital.

Unlocking In-House Intelligence

Mobilizing and accessing in-house expertise ( Finance, HR, Commercial and 0perations) can significantly impact deal success. This awareness should be embedded across organizations, regardless of job function.

A Strategic HR Partner

I recently met an exceptional HR leader who understood these dynamics. Her strategic thinking and capabilities impressed me. Companies would do well to cherish such talent.

Conclusion

M&A success hinges on more than financials; it requires understanding human dynamics and leveraging internal expertise. By prioritizing pre-diligence and in-house intelligence, companies can navigate complex deals more effectively.