EY：2017银行与资本市场报告（24页）.pdf

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1、Scaling new heights M boards, shareholders and regulators are very attune to this, asking questions about integration from the outset of a potential deal. At the same time, bank executives are trying to deliver organic growth in challenging market circumstances; attempting to create a hugely complex

2、 change project agenda and doing so with resource constraints across the business. For this combination of reasons, integration planning ahead of deal signing has moved from being best practice to a minimum requirement for banks. Three-quarters (75%) have a high-level target operating plan in place

3、by the time the deal is signed. Meanwhile, two-thirds ? and the same number has their synergy case in place. Nor are acquirers only inwardly focused 68% of respondents have a communications strategy ready by the time deals are signed (Figure 1). The key to success, according to the head of strategy

4、at a leading Canadian bank, is to have such blueprints ready for day one: “We set the right operating model for the target before signing the deal as we wanted to make sure we could work our strategies into the business once the deal was signed,” the director says of a recent transaction. “The targe

5、t needed to be restructured as its business model was too complex. This led to negative business performance, which we looked to mitigate by strategizing to make the business operating model simpler.” 0%10%20%30%40%50%60%70%80% None of the above High-level integration plan ? ? ? ? 75% 68% 67% 67% 62

6、% 5% ? ? you have in place at signing or deal announcement? (Select all that apply) Banks point to employee engagement and communication as the number one risk as they seek to ensure people readiness on day one after closing 56% of respondents pick this as one of their top two concerns. Banks and ot