IN BRIEF:
• Successful transactions require leaders to prioritize transformative goals over mere deal completion, emphasizing a compelling vision that engages employees and drives long-term success.
• Addressing the human element of a transaction is crucial; fostering an environment where employees feel valued and supported significantly enhances the likelihood of successful outcomes.
• Organizations must be prepared to manage pivotal moments throughout the transaction process, leveraging decisive action and transparent communication to build trust and maintain momentum.
Transactions can serve as powerful catalysts for transformation when leaders create the right conditions for high performance. The EY-Parthenon CEO Outlook Survey indicates that 96% of global CEOs plan to engage in some form of transaction in the coming year. These transactions are essential components of corporate strategy, enabling businesses to enhance shareholder value and differentiate themselves in competitive markets. While they present unique challenges, transactions also provide opportunities to accelerate transformation and reshape a company’s future.
Research from EY identifies three key factors that contribute to successful transactions. First, bold leadership is crucial; 59% of transaction leaders believe that an organization’s capacity for transformation is vital for its long-term viability. The more ambitious the vision behind a transaction, the greater the potential for value creation. Second, addressing the human element of a deal is equally important as financial considerations. Leaders must foster an environment where employees feel valued and engaged. Finally, leaders should be prepared to navigate critical moments throughout the transaction process, as effective management can turn challenges into opportunities.
By focusing on these elements, leaders can significantly enhance the value derived from transactions. This article draws on findings from a collaboration between EY and the University of Oxford’s Saïd Business School, which examined transformation programs and gathered insights from senior leaders and workforce members involved in transaction-driven transformations.
In the Philippines, recent observations indicate a growing trend in mergers and acquisitions (M&A) across various sectors. In particular, there is a lot of investor interest in the consumer sector due to rapid urbanization and the growing middle class. There has also been increased M&A activity in the renewable energy (RE) space following the liberalization of foreign ownership in RE projects. This increase in M&A activities reflects the necessity for companies to consolidate resources and strengthen their competitive position in a rapidly changing market. Such transactions can enhance financial performance, but the company will need to focus on the integration of diverse corporate cultures and the importance of maintaining employee engagement throughout the transition process. Otherwise, the contemplated benefits of the transaction may not be fully realized.
EMPHASIZING BOLD LEADERSHIP IN TRANSACTIONS
To maximize value, leaders must prioritize transformative goals over merely completing transactions. Successful transformations involve operational changes that aim to improve performance and drive sustainable growth. However, transactions often face distinct challenges, such as tight deadlines, public scrutiny, and prolonged uncertainty.
Organizations frequently focus on finalizing deals rather than pursuing genuine transformation, which can lead to diminished value. Nearly half of transaction leaders report that they do not achieve the expected value from their transactions, with only 46% meeting their innovation key performance indicators (KPIs). Therefore, leaders should concentrate on establishing a transformative vision that engages employees, shifting the focus from mere completion to long-term success.
Moreover, fostering a culture of open communication and collaboration can empower employees to contribute ideas and solutions during the transition. This engagement enhances morale and leads to innovative approaches that can drive the success of the transaction. Leaders who actively involve their teams in the process are more likely to achieve desired outcomes and create a sense of ownership among employees.
CREATING CONDITIONS FOR SUCCESS
Establishing the right conditions is essential for fostering high-performance environments that empower employees to overcome challenges. A human-centric approach significantly increases the likelihood of successful outcomes. A compelling vision is critical; employees must believe in a purpose that transcends financial metrics. Additionally, adaptive leadership is necessary, as leaders should be present and responsive, actively engaging with teams to navigate the complexities of transactions.
Psychological safety is another vital aspect, as leaders must create an environment where employees feel secure and valued. By promoting disciplined freedom, organizations can empower teams to make decisions quickly, facilitating agile responses to challenges. Furthermore, collaboration across departments is essential for effective integration or separation. Leveraging technology purposefully can also help illustrate the potential of the new organization, enabling employees to visualize the benefits of the transformation.
NAVIGATING TURNING POINTS FOR MAXIMUM VALUE
Decisive action is crucial at various stages of a transaction to effectively manage employee turning points. Research indicates that nearly all transactions encounter pivotal moments, with 98% experiencing turning points that necessitate leadership intervention. As transactions become public, organizations must manage heightened uncertainty, and leaders should quickly form a deal team, establish clear governance, and support the workforce through effective communication. Transparency in decision-making is vital for building trust and addressing potential concerns.
Once the deal closes, the new leadership team must align with the transformative vision and establish new ways of working. Providing emotional support for employees is critical, as many may struggle to adapt to the new organizational identity. Celebrating early successes can reinforce the new entity’s direction and build confidence among employees.
EMBRACING TRANSFORMATION
Transactions have the potential to significantly reshape a business’ future. The approach leaders take in managing these deals will greatly influence the value derived from them. By fostering a bold vision for transformation and creating an environment where employees can thrive, organizations can navigate challenges and enhance performance, ultimately preparing for future transactions and transformations.
This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the author and do not necessarily represent the views of SGV & Co.
Noel P. Rabaja is the deputy managing partner, strategy and transactions leader, and markets leader of SGV & Co.
