Resilience isn’t about simply being able to weather changes. We may be living in a post-pandemic world, but global conflict, climate change, technology shifts, and other trends will continue to test business models across different sectors.īased on our research from the original 'Charting new horizons' report, we’ve developed an M&A framework based on defensive and offensive deal archetypes that could build resilient business models and accelerate transformation. Part of what is useful about M&A strategies is that they give companies an avenue to complete a broad set of goals even as they navigate previously uncharted paths. Transformation and M&A were key parts of many companies’ response and recovery strategies, and we believe M&A could also help to determine whether companies will thrive. A company’s actions during a crisis can be broken into three stages: responding, recovering, and thriving.

This makes sense in the context of a crisis. We imagined that mergers and acquisitions would be a key part of those efforts-and they were, to the tune of $5 trillion spent on M&A activities in 2021. We believed that recovery would be asymmetrical and that sectors would have to reinvent themselves. Mergers and acquisitions ( M&A) have been a powerful tools in business to expand capabilities and remain viable, which we discussed in our previous report released at the onset of the pandemic. Telecommunications, Media & Entertainment Infrastructure, Transport & Regional Government

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