Where an organisation is considering the possibilities for merger or acquisition there is a significant investment in due diligence to obtain the best available data on the target. An effective due diligence process must include an assessment of the ‘people factors’ to increase the probability of a financially rewarding acquisition over the long term.

It is possible that following the financial, legal and operating due diligence review the prospective acquirer has only minimal detailed knowledge of the people assets and people problems at the target organisation. It is often the case that it is only after the deal has been completed that people issues emerge. Proactive consideration of people issues will ensure post-acquisition integration and achievement of synergies between merged organisations.

Analysing the quality of the management team, identifying key talent, assessing whether there are compatible cultures and managing the specification of a unified culture are vital elements in the Ferris ‘Due Diligence – A People Perspective’ Program.

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