Applied effectively, digital technologies help the C-Suite transform M&A from art to science. Read more.

1. FROM ART
TO SCIENCE
TECH-LED M&A:
UNITED
KINGDOM

2. COMPANIES CAN’T PIVOT TO DIGITAL
FAST ENOUGH THROUGH
ORGANIC MEANS ONLY
As a result, digital deals are on the rise in the U.K.
Traditionally, U.K. companies
that have acquired others or
merged have done so to
drive synergies, acquiring
targets similar to their own
organization.
Digital deals are different.
In a digital deal, the
acquiring company pursues
technologies or capabilities
it does not possess.

3. DIGITAL ACQUISITIONS,
DIFFERENT APPROACH
While traditional deals will always have
an important place in M&A, digital needs
are fast rivalling traditional reasons in
spurring M&A events.
75%
of U.K. executives agree
companies cannot rely
on their current M&A
capabilities for digital deals.

4. U.K. COMPANIES ARE
EXPANDING THEIR M&A CAPABILITIES
A digital deal needs to be approached differently—from
target scoping and valuation, to playbook and integration—
thus complicating the overall M&A landscape.
62% 64% 54%
use a different
pre-deal team and
evaluation criteria
follow different
valuation and
cost models
use a different
playbook

5. INTERNAL DIGITAL CAPABILITIES
CAN ACT AS THE SWISS POCKETKNIFE
The true victors in M&A will
be those who apply digital
technologies to their own
processes, giving them a
competitive advantage from
strategy to playbook, for both
digital and traditional deals.
They will be able to get
better insights faster,
run a smoother process
and extract more value
from their M&A.

6. NEW TECHNOLOGIES ARE
ALREADY HELPING U.K. COMPANIES
EXTRACT MORE VALUE FROM M&A
Achieve targets
and captures
value faster
68%
Take advantage
of M&A events
to transform
to digital
52%
Exceed targets
for synergy or
integration
54%
Accelerate the
deal process63%

7. TECH-LED M&A:
AN EMERGING SCIENCE
Digital technologies help C-suite leaders transform M&A from
an art to a science, to increase its capabilities as a driver of
innovation and business growth.
Leading companies
develop a distinct
process that best suits
digital investments.
From target screening
to valuation, discovery
and negotiation, leaders
see a modified playbook
as an advantage.
Successfully acquiring
a digital disruptor is
just the starting point.
Leading companies
spread that digital
savvy across the
broader organization
to help scale new
business growth.
Forward-thinking
companies leverage
analytics and applied
intelligence to vastly
improve their end-to-
end capabilities for all
acquisitions—both
traditional and digital.
TREAT DIGITAL
DEALS DIFFERENTLY SPREAD THE JOY
GREENLIGHT
DIGITAL INTERNALLY

8. Applied effectively, digital technologies
help the C-Suite transform M&A from art
to science, to increase its capabilities as a
driver of innovation and business growth.
Learn more by reading our full report:
TECH-LEDM&A:
FROMARTTOSCIENCE
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