In the world of mergers and acquisitions (M&A), a company’s ability to successfully complete a transaction does not rely solely on financial strategy or the valuation of the target. An often underestimated but essential factor in achieving objectives is the quality and preparedness of the M&A team.

A lack of adequate skills, insufficient specialized resources, or ineffective change management can jeopardize the entire operation, leading to delays, integration challenges, and a diminished ability to create post-acquisition value.

The issue: insufficient or inadequate resources

Whether they are experienced buyers or facing their first acquisition, companies share the same challenge: is their internal team truly prepared to handle an M&A transaction? In many cases, the answer is no.

Many acquirers struggle with having a team that is too small to manage the growing number of transactions or lacking the necessary skills to navigate the complexities of acquisitions. Others face a shift in scale—dealing with larger, faster, or more complex negotiations—without having the right personnel to manage them effectively.

Before initiating an acquisition, it is crucial to ask three key questions:

1. What volume, pace, and type of transactions do we expect to complete in the future?
   Understanding the frequency and complexity of deals helps determine resource needs.
2. What skills does our M&A team need to be effective?
   A team lacking the right expertise can slow down the process, make poor decisions, or overlook critical aspects of integration.
3. How many resources are needed, and when will they be required?
   M&A is not a continuous activity for all companies—planning personnel requirements helps optimize costs without compromising execution quality.

The 4 key areas for a successful M&A team

Beyond the size and skills of the team, four essential elements determine the success of an M&A transaction:

1. Leadership: managers with a strategic vision

Business leaders must recognize that the success of M&A transactions also depends on building and maintaining a dedicated team. It is not just about having resources available but about training, motivating, and preparing them to seize acquisition opportunities.

2. Change management: minimizing friction risks

An acquisition always brings a transition period, which can create uncertainty among employees, suppliers, and customers. Having resources dedicated to change management helps mitigate the risk of value erosion due to inefficiencies, internal resistance, or organizational challenges.

3. Communication: the right message at the right time

In an M&A transaction, communication is a crucial element. From internal messaging to ensure team alignment to external communication with the market and stakeholders, every message must be clear, targeted, and carefully managed.

4. Corporate culture: seamless integration

Many deals fail not because of financial or strategic issues but due to difficulties in cultural integration between the two companies. An M&A team must be able to assess cultural differences before closing the deal and develop a plan to minimize challenges.

SMEs and M&A: why rely on external professionals

Large companies often have structured M&A teams, but for SMEs, the situation is different. The lack of specialized personnel can hinder their ability to identify the best opportunities, negotiate effectively, and successfully integrate acquisitions.

Relying on experienced consultants allows SMEs to access specialized expertise, market knowledge, and proven methodologies, reducing risks and increasing the likelihood of a successful transaction.

A well-prepared team makes the difference between a value-creating transaction and one that turns into a financial and managerial challenge.

In M&A, human capital is just as important as financial capital.