A journey through the deal process from origination to integration

26 June 2019


Marriott Grosvenor Square
London
#EuropeMnA
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  • 08:30

    Registration and breakfast

  • 09:00
  • 09:10

    Opening panel: Market trends affecting corporate activity today

    In this panel, senior executives from leading financial institutions will deliver a high-level overview on market trends affecting corporate strategy today.

  • 09:45

    Panel: Value drivers for M&A

    This panel would include deal origination leaders across sectors. Panellists will discuss value drivers for M&A in the current uncertain, European market. How are corporate strategies affected by geopolitics today? And what is the impact of uncertainty on M&A?

    • How are deals teams sourcing and originating deals in a market of fewer, larger-ticket deals? And how can the firms best navigate increased competition?
    • What financing opportunities are there for these assets given the increased competition?
    • Which key value drivers are dealmakers paying particular attention to? How do deal teams evaluate value successfully?
    • How is the low growth and highly regulated environment affecting cross-border activity? How can dealmakers overcome ‘slowbalisation’?

  • 10:20

    Networking Break

  • 10:55
  • 10:55

    Breakout Sessions

    • Organization effectiveness during transactions

      The critical step in achieving the planned synergies of a deal is to fully understand the dynamics and current performance of the target enterprise. It’s simply impossible to prescribe the appropriate remedy without first diagnosing the nature and intensity of an organisation’s issues. Yet all too often, deal makers and senior leaders react precipitously to suboptimal business results. They quickly spot apparent similarities between the situations they find themselves facing and problems they’ve solved in the past, and leap to the assumption that what worked before will work again.

      The imperative to act is understandable yet often misguided. In our experience, we find that successful large-scale change and integration efforts are led by executives who take a deep breath and give themselves time to “get the lay of the land” before jumping to conclusions about what should be aligned or changed, and how.

      In this round table discussion we will explore with  you: 

      • Which areas are important to make the deal successful?
      • What are the levers to be looked at to keep the organization effective during and after a deal? 
      • Which KPIs help to create transparency as to whether the deal will be successful?
    • Culture- moments that matter in M&A

      There are many crucial moments in dealmaking and quite often ‘culture’ has been viewed as the intangible element left to address in the post-integration phase. A recent PwC report has identified that 82% of companies who say significant value was destroyed in their latest acquisition, lost more than 10% of key employees. Clearly, leaving culture as an afterthought is a mistake and can have huge impacts on deal value. In this roundtable discussion, explore: 

      • What ‘culture’ moments really matter in a deal and how can you make sure you embed these into your value creation plan at the pre-deal phase? 
      • What are the people implications in a deal or a carve out? 
      • How can you incentivise and recognise key talent to stay engaged through a merger, acquisition or divestment?
  • 11:25

    Panel: Deal terms update - navigating regulatory change

    Panellists will discuss updates to regulation leading to change in due diligence procedures for corporate development teams and how teams can update deal terms to mitigate risk of deal failure. 

    • How is increased merger control scrutiny affecting cross-border activity? 
    • How are increased FDI screening laws affecting cross-border activity? What can be defined as ‘critical sectors’? Is increased populism across Europe proliferating this trend?
    • What will antitrust regulation look like post-Brexit? What will the CMA and European Commission’s relationship be going forward?

    Scott Moeller
    Scott Moeller
    Professor in the Practice of Finance, Director (M&A Research Centre), Cass Business School
    Paolo  Palmigiano
    Paolo Palmigiano
    Chairman, ICLA (Association of in-house competition lawyers)
    Joel  Bamford
    Joel Bamford
    Senior Director, Mergers, CMA
  • 12:00
  • 12:30

    Roundtable: Tech disruption in the M&A deal process

    Big data, analytics and AI have the potential to transform the effectiveness of corporate development teams, but are yet to reach their full potential particularly in M&A.

    • How are companies using new technologies to make better deals?
    • How has new technology affected work forces? And has this resulted in a change in culture?
    • How can firms access financing via new technology such as enabler platforms and easier connectivity?
    Adam Hammond
    Adam Hammond
    Technical Leader - Enterprise Sales Europe, UK & Ireland , IBM
  • 13:05

    Networking Lunch

  • 14:05

    Fireside Chat: Invasion of the American activists

    This panel will explore current trends in European shareholder activism as well as the rise of US activists pursuing UK companies.

    • What is driving the rise in European shareholder activism? What is attracting US activists to the UK market?
    • What are the trends in key board changes that activists are seeking?
    • Which successful tactics are activists utilising in their pursuit of board change?
    • How can companies employ effective PR strategies to manage the potential reputational damage of activism campaigns?

  • 14:05

    Breakout Sessions

    • Organization effectiveness during transactions

      The critical step in achieving the planned synergies of a deal is to fully understand the dynamics and current performance of the target enterprise. It’s simply impossible to prescribe the appropriate remedy without first diagnosing the nature and intensity of an organisation’s issues. Yet all too often, deal makers and senior leaders react precipitously to suboptimal business results. They quickly spot apparent similarities between the situations they find themselves facing and problems they’ve solved in the past, and leap to the assumption that what worked before will work again.

      The imperative to act is understandable yet often misguided. In our experience, we find that successful large-scale change and integration efforts are led by executives who take a deep breath and give themselves time to “get the lay of the land” before jumping to conclusions about what should be aligned or changed, and how.

      In this round table discussion we will explore with  you: 

      • Which areas are important to make the deal successful?
      • What are the levers to be looked at to keep the organization effective during and after a deal? 
      • Which KPIs help to create transparency as to whether the deal will be successful?
    • Culture- moments that matter in M&A

      There are many crucial moments in dealmaking and quite often ‘culture’ has been viewed as the intangible element left to address in the post-integration phase. A recent PwC report has identified that 82% of companies who say significant value was destroyed in their latest acquisition, lost more than 10% of key employees. Clearly, leaving culture as an afterthought is a mistake and can have huge impacts on deal value. In this roundtable discussion, explore: 

      • What ‘culture’ moments really matter in a deal and how can you make sure you embed these into your value creation plan at the pre-deal phase? 
      • What are the people implications in a deal or a carve out? 
      • How can you incentivise and recognise key talent to stay engaged through a merger, acquisition or divestment?
  • 14:40

    Panel: Divestment and consolidation strategies

    This panel will review current trends in carve-outs across Europe. Panellists will discuss:

    • How is corporate strategy driving divestments and carve-outs? Is activism a trigger?
    • When is the best time to divest? And how does this play into consolidation strategies?
    • Best practices for divestments and streamlining a portfolio: what are the best ways to leverage your IP and royalties stream? And what are the tax implications of this?
    • What happens to a team in the initial aftermath of a divestment?

    William  Cain
    William Cain
    Risk Arbitrage and Special Situations, Dealreporter
  • 15:15

    Panel: Optimising accelerators and incubators

    Changing values amongst consumers and workforces alike are increasingly showing that industry outsiders can help corporate teams to develop innovation.

    • What types of problems can corporate teams seek to resolve by investing in accelerators?
    • What are the benefits and disadvantages of this strategy instead of M&A?
    • Once an accelerator has reached maturity, how can this be integrated into the wider company?
    • How can corporate teams retain talent after the incubation period?

    Tom Salmon
    Tom Salmon
    Co-Founder and CEO, The Bakery
    Laura Humphreys
    Laura Humphreys
    Communications and Community Director, Co:cubed
    Anthony  Waller
    Anthony Waller
    Partner, CMS UK
  • 15:50

    Fireside chat: Digital transformation

    A deep dive into Dailmer’s journey to digital transformation.

    Alexander  Reimann
    Alexander Reimann
    Manager- M&A, Daimler
    Jesse Lange
    Jesse Lange
    Head of Product, Midaxo
  • 16:20

    Chair's closing remarks

  • 16:25

    Networking drinks

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