Mergers, Acquisitions & Divestments

Post-M&A Technology Portfolio Integration

Unifying Assets And Innovation For Effective Portfolio Growth

When integrating technology assets, R&D projects, and innovation initiatives after a merger or acquisition, many companies fail to take advantage of all potential synergies. In the worst cases, poor management of the integration process leads to disorganized innovation activity, slow portfolio growth, and an inability to reach technological and commercial targets. As a result, poorly managed transactions can destroy value instead of creating it.

CamIn can help you identify major overlaps to consider for divestment opportunities and develop unified R&D, innovation, product and M&A strategies using the merged portfolios’ complimentary assets. This will allow you to develop a unified and coherent portfolio that can quickly capitalise on near-term opportunities that motivated the initial transaction, as well as long-term growth opportunities over the next decade.

46

The percentage of respondents who said that between 0% and 50% of their recent M&A deals achieved their expected return on investment.

72

The percentage of executive respondents who said they had waited too long to divest assets that they later sold.

We work with our clients to avoid these common pitfalls of post-M&A portfolio integration initiatives:

  • Overlapping technology or innovation initiatives, and conflicting product or service lines.
  • Contradictory M&A, R&D, product/service innovation strategies.
  • Inability to integrate new assets into the broader portfolio and achieve technological and commercial goals.
  • Lack of effective returns on investments.
We work with our clients to avoid these common pitfalls of post-M&A portfolio integration initiatives:
  • 1

    Identify overlapping assets, initiatives, and existing products and services among portfolios

    Identify major overlaps in technologies, innovation initiatives, and products and services between your portfolio and the portfolio of a merger or acquisition target. For each overlap, we determine which portfolio asset or initiative is more technologically and commercially superior.

  • 2

    Identify technology threats and opportunities

    Confirm current and future game-changing technologies, which will threaten or enhance the value of your combined technology portfolio.

  • 3

    Benchmark technology portfolio assets

    Confirm the technological and commercial position of your technology assets against current and future game-changing technological threats.

  • 4

    Identify divestment opportunities

    Confirm which technology assets, innovation initiatives, and products and services present good opportunities for divestments and develop a commercialisation strategy for sell-side initiatives.

  • 5

    Reveal internal gaps to improve portfolio

    Confirm necessary changes in resources, tools, capacities, and capabilities required to maintain enhanced portfolio post divestment and asset investment efforts.

  • 6

    Update corporate M&A, R&D, product and service innovation strategies

    Update M&A, R&D, product and service innovation strategies to ensure your technology portfolio maintains a strong technological and commercial position.

  • 7

Our goals are to help you

Design an effective merged portfolio of complimentary technology assets without any overlapping technologies
Design an effective merged portfolio of complimentary technology assets without any overlapping technologies
Develop coherent and unified M&A, product and service innovation, and R&D strategies to support your portfolio’s growth
Develop coherent and unified M&A, product and service innovation, and R&D strategies to support your portfolio’s growth
Enhance your efforts to reaching performance targets and achieving strong returns on your investment
Enhance your efforts to reaching performance targets and achieving strong returns on your investment
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Would you like to hear more about how this solution can help you solve your technology challenges and capitalise on game-changing opportunities ?

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