Skip to main content
Skip to footer
Contact Us
We are taking you to another website now.
August 14, 2020

The business world as we know it, no longer exists. Every industry is being redefined by new technologies that blur the lines of the physical, digital and biological worlds. These shifts are accelerating change like never before, creating great opportunities -- and risks. Business practices are also rapidly evolving, becoming automated, intelligent, agile and ubiquitous. What TCS calls Business 4.0TM.

M&A has always been a part of every business strategy.  In today’s era of rapid transformation, mergers, acquisitions and divestitures have become powerful tools to capture new customers, compete better and eliminate assets that no longer enable competitiveness.

Four M&A Strategies

From TCS’ experience, there are four dominant M&A strategies. Most companies embrace one as its primary M&A strategy and are opportunistic in the others:

  1. Optimizers focus on improving existing products, services and business practices to maximize customer satisfaction and profitability.
  2. Transformers seek incremental technological innovation to actively capture new customers and markets.
  3. Explorers are the mirror image of Transformers. They invest in leading-edge technologies to expand customer capture within existing markets and create new industries.
  4. Revolutionaries take the boldest steps. They seek ways to disrupt and cannibalize so that they can take on new competitors and capture new markets and create new industries.

Successful M&A is a combination of good strategy and great execution. TCS’ FITME framework can help companies evaluate options and create the M&A strategy that’s right for them.

Accelerating Deal Due Diligence

In today’s world of low-cost capital, competition for M&A opportunities can easily come from competitors willing to make decisions with limited data. Accelerating deal due diligence is crucial. To speed up the process:

  1. Build a trusted M&A advisory team with the right industry, operational and technology knowledge to be engaged at the earliest stages of M&A exploration. This team will likely be a combination of internal and trusted third-party experts.
  2. Establish risk thresholds to address unknowns. Managing risk is a part of evaluating every M&A opportunity, especially when acquiring cutting-edge technologies or entering new markets. Companies waiting for concrete answers will likely find themselves out-flanked by more nimble competitors. Defining likely risks and rapidly testing ‘Go-No Go’ tolerances will accelerate decision making.
  3. Give the CIO a starring role. Business and supporting systems are no longer separate considerations. IT cannot make an M&A deal, but certainly can break one. When it comes to the potential system impact of an M&A opportunity, the best person to make that judgement is generally the CIO.  Engaged early, the CIO can quickly assess compatibility and identify pitfalls and deal breakers.
  4. Formalize your playbook. Every company should have an M&A playbook that scripts the activities for due diligence, M&A planning, financial modeling, execution and synergy management. A good playbook also describes the roles, both internal and external, to execute these scripts. For due diligence, pre-defined assessment and analysis frameworks can greatly accelerate the process.

In business, time to market is everything. Creating the M&A strategy that fits your company’s growth and risk profile will provide clarity on where to capitalize on opportunities that enhance competitiveness. Add to that your own due diligence accelerators to quickly evaluate and exploit those M&A opportunities that best advance your strategic ambitions and enhance business outcomes.


Originally published in Chief Executive magazine. 

Blake Hansen is a senior partner and leader in TCS’ M&A Services. With over 35 years of experience in management and IT consulting, Blake has led numerous M&A, optimization and transformation initiatives with Fortune 500 and Global 2000 companies. He specializes in assisting CXOs with enhancing business performance through both business and technology. He has worked across numerous industries and countries. Blake is based in Northern California.

Courtney Wood leads thought leadership development for TCS’ M&A Services. Courtney has spent over 25 years in management consulting, supporting both large and early stage enterprises in producing meaningful outcomes by developing the right business strategies as well as aligned ‘people, process, and technology’ constructs and roadmaps to realize their transformational goals. Prior to consulting, Courtney spent four years in commercial lending and investment banking, as well as earned an MBA from Columbia Business School.



Thank you for downloading

Your opinion counts! Let us know what you think by choosing one option below.