Scaling up through M&As
Companies can choose to speed up their digital efforts by either building internal capabilities or acquiring them. The optimal approach is one that pursues a balance of both organic and inorganic strategies for value and speed. There is evidence to suggest that scaling up through investment vehicles like M&As is more likely to result in performance that exceeds expectations.
Nearly three-quarters of the executives surveyed in the aforementioned EY-Parthenon study are shifting to M&As and partnerships to accelerate digital initiatives. The research also found that digital leaders are shifting an average of five percentage points of their investment mix from building internally to acquisitions.
There are numerous benefits from pursuing the M&A route. It is an effective strategy for acquiring both the technology and talent needed to fuel digital transformation, as well as a quicker and more flexible way to capture emerging opportunities ahead of the competition.
However, there are challenges that come with acquisitions, including the risk of failure in post-merger integration. Furthermore, if the acquisition target is a start-up, it may be difficult to estimate the value of the firm’s technology and arrive at the correct price.
In Southeast Asia, many corporates know the benefits of going digital but have yet to leverage opportunities in M&A to acquire technology and talent. As companies look to pursue more deals to advance their digital strategy, they are also considering divestment as an attractive option to fund these investments.
Leveraging ecosystems
It takes time for companies to develop and scale up their own technology platforms. Forging partnerships and participating in digital ecosystems is another strategy that companies can pursue to facilitate transformation.
Ecosystems have become more relevant today as the world moves toward platform-based business models that may eventually evolve into one-stop solution platforms. Driving this trend is the convergence of industries and increasingly borderless markets.
Being part of an ecosystem allows firms to access new opportunities to deliver products or services, and potentially leads to the creation of new assets that can be monetized. In pursuing this route, however, companies may face difficulties in identifying the right ecosystem partner, balancing valuable insights with customer data privacy, managing overlaps in operations and determining ownership of the end-user relationship. Furthermore, companies will need to determine if they wish to become the platform where other firms connect to, or join an existing ecosystem or platform led by another player.