The Financial Services industry continues to show relatively robust health in M&A, with firms exploring ways to tap into new revenue streams, improve operation efficiency and acquire cutting edge capabilities from promising fintechs. Those who succeed gain acquire competitive technologies and world-class talent in house as well as access to new markets and the chance to establish themselves as comprehensive services that can better respond to shifting consumer demands.
However, in spite of the market’s buoyancy, organisations continue to miss opportunities for value creation when it comes to deal-making, and alarming, frequently to destroy value. For M&A teams tasked with extracting maximum returns in financial services, overcoming operational complexities is only the first part of the challenge. In order deliver on goals organisations must take a more sophisticated approach to due diligence, establish clear strategic intent and implement plans for talent retention from the outset. How can financial services professionals reconsider their organisations’ approach, learn from the most recent case studies, and apply cutting-edge insights to their own strategic priorities?
This confidential discussion, held under the Chatham House rule, aims to analyse the different ways in which senior strategy and M&A executives from the Financial Services sector can re-evaluate strategic focus to maximise the efficiency and profitability of their mergers and acquisitions.