A global financial institution was in trouble. Bankrupty was inevitable. Wanting to get ahead of it, a member of the regional team approached us to explore options.
- We profiled every team member, identifying their skills, aspirations and team fit
- We explored their deal sheets, understanding their capabilities and sectorial coverage
- We pinpointed the key team members that were critical to each clustre and business
- We mapped the cultural and sectorial fit and determined which client they were best suited to
Understanding the team’s capabilities and dynamics, our client was in a position to have constructive discussions with the leaders of the institution for a team acquisition. Initially exploring the acquisition of the regional team, the discussions shifted to a global acquisition, due to the alignment of the organisations sectorial coverage, cultural dynamics and way of doing business.
The acquisition in this case did not take place. Our client’s bid became untenable when another bank acquired the business, paying cash bonuses with the hope of retaining the team. Unfortunately that strategy did not work and team members started disbanding within six months due to a lack of cultural fit with the acquiring organisation and lack of deal flow.
inSight - Salty not Sweet
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