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According to Harvard Business Review research, 70-90% of M&A deals fail. Poor planning and execution at all stages of the deal (the deal zone, transaction zone, and post-close zone) contribute significantly to this high failure rate.
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Protiviti Managing Director Steve Hobbs, leader of the firm’s Public Company Transformation practice, and Andrea Spinelli, a Director with Protiviti’s Business Performance Improvement solution, discuss the challenges newly public companies face in the weeks and months following their IPO, and how they can tackle them effectively.
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It has been an active, and often wild, ride in the IPO market over the past year. After a slow period during the heart of the initial COVID-19 crisis, market activity has reignited at a blistering pace, driven by optimism in the global economy and the emergence of special purpose acquisition companies, or SPACs, among other factors.
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When comparing the findings of Protiviti’s latest global survey of finance trends to the results from prior years, one of the most significant changes relates to the higher priority placed by midlevel professionals on the finance organization’s transactional activities – cash flow forecasting, financial reporting, the procure-to-pay cycle, working capital management, profitability reporting and
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A global specialty insurance organization had been growing rapidly through a roll-up strategy to position itself for an initial public offering (IPO). The acquisitions created multiple underwriting and policy management processes and systems that were hindering operational efficiency.
