The critical questions executives should ask themselves to drive better M&A in today’s deal economy
1How can value be more than just a number?
The way companies are being viewed by society at large is changing. For executives, it can no longer be shareholders first and only. Executives should be able to communicate the wider human, societal, consumer and financial value their company creates for their wider stakeholder group and society as a whole.
2Can you measure your relevant economy?
GDP statistics provide an overarching view of the macro economy, but fully understanding your individualized economic ecosystem and addressable market can facilitate better capital and resource allocation to support sustainable long-term growth.
3Is digital more than a bit part?
The right digital transformation strategy should be at the heart of boardroom planning as the key to unlock growth opportunities in an increasingly virtual world.
4Can you predict your own future trade flows?
Understanding the future interplay between supply chains and market access can help executives better manage risk and accelerate opportunities for growth.
5Can you afford to walk away from the deal table?
With the pace of innovation unrelenting, to stay ahead of the curve, executives must finely judge the buy vs build argument and add a premium for speed to market. Walking away now could mean missing an opportunity that competitors will fully exploit — at your expense.
6Is your talent strategy fit for the future?
Understanding the skills, experiences and aspirational career models required for the future will help maintain an engaged and productive team of people, which can help drive growth. Re-equipping existing staff with new and broader skills while attracting and retaining high-caliber talent from outside can help underpin future growth.
Key highlights from our global report
The EY Global Capital Confidence Barometer (pdf) gauges corporate confidence in the economic outlook and identifies boardroom trends and practices in the way companies manage their Capital Agendas.