Latest news with #enterpriseStrategy
Irish Times
7 days ago
- Business
- Irish Times
Government's National Hub strategy delayed
A key part of the Government's national remote working strategy, which was unveiled in 2021, has been delayed by more than two years but is expected to be finalised and published later this year, the Department of Enterprise has said. The National Hub strategy, which the then-enterprise minister Leo Varadkar said would bring various schemes and policies together to develop the existing network of remote working hubs around the country, was slated for delivery in late 2023. However, according to an update from the Department published on Thursday, the strategy remains in development and is now expected to be published in the second half of 2025. The scheme is one of nine initiatives outlined in the Government's White Paper on enterprise 2022-2030 that has been delayed, according to a departmental update published on Thursday. READ MORE Overall, the department said that more than 90 per cent of the activities across 40 strategic initiatives in the White Paper have been delivered or are on track to be completed this year. Minister for Enterprise Peter Burke said Thursday's report, the fourth and final update on the implementation plan, sets the stage for the development of the 2035 plan. [ Return-to-office edicts aren't always what they seem Opens in new window ] 'This fourth update report marks the completion of the implementation period for the White Paper on enterprise and reflects two years of transformative progress for Irish enterprise, driven by innovation, sustainability and regional growth,' he said. 'Over 90 per cent of planned activities are delivered or on track, with major achievements in digitalisation, offshore wind and start-up support. As we move toward Enterprise 2035, I will continue to build on this momentum to shape a resilient and competitive future for Ireland.' How the wealthy are buying up land to avoid inheritance tax Listen | 22:03 Among other things, the Department said that 38 of the 40 actions outlined in the 2022 White Paper relating to the transition to net zero are now under way. The Government said the value of exports from Enterprise Ireland companies stood at €34.6 billion last year, exceeding the White Paper's target of €32 billion. 'It is excellent to see the progress that has been made across Government in realising the ambitions and objectives set out in the White Paper on Enterprise,' said Minister Burke . 'This marks a period of sustained success for Irish enterprise, built on sustainability, innovation and productivity.'
Harvard Business Review
08-05-2025
- Business
- Harvard Business Review
5 Actions to Enhance Shareholder Value in M&A Deals
By and Matthew McGonegle Despite the high cost of capital and a slew of macroeconomic uncertainties, more than 70% of the most confident global chief executive officers (CEOs) are betting on a mergers and acquisitions (M&A) comeback in 2025. But to escalate value creation and total shareholder return (TSR), businesses may need to fundamentally change the trajectory of their enterprise strategy. Enterprise strategy shapes a company's M&A approach Business school teaches the fundamentals of strategy. The CEO and the board lead enterprise strategy to achieve significant change, using various pillars, programs, and initiatives to drive TSR. Yet we still hear about frequent disconnects from the enterprise strategy up, down, and across organizations. Our work on thousands of M&A deals reveals five actions that deal teams can take to improve their outcomes: 1. Create a strong, strategic gameplan. 2. Allocate capital based on the enterprise strategy, backed up by data. 3. Use artificial intelligence (AI) for competitive advantage. 4. Tap the deal team's knowledge. 5. Communicate the deal thesis early. Action 1: Get your strategic gameplan on. Best-in-class strategy and business teams constantly have their fingers on the pulse of their growth drivers. They prepare for each year with a plan to capture growth through organic means, such as new products and new and existing customers, and inorganic means, including M&A, joint ventures, and strategic alliances. This strategic plan informs most M&A decisions and should help break any deadlocked decisions when opportune deals land on the corporate development team's desks. Capital allocation Many companies are capable of developing their strategy, and numerous business units are competent at creating investment cases for their programs and initiatives. However, these companies may still experience challenges when linking strategies and opportunities together. An effective capital allocation strategy incorporates the enterprise strategy and helps decision-makers plan, select, manage, and evaluate investment opportunities. Action 2: Allocate capital based on the enterprise strategy, backed up by data. Within the context of M&A, this means having a fact-based and data-driven approach to the volume, type, and focus areas (market, product, geography) for your planned deals within a given timeframe. Opportunistic transactions will pop up, and when they do, decision-makers should prioritize deals with a balanced scorecard of financial metrics, such as capital requested, return on invested capital (ROIC), internal rate of return (IRR) and revenue, as well as non-financial factors, such as strategic importance, customer satisfaction, and business continuity risk. Deal sourcing Effective acquirers constantly develop and refresh a strong pipeline of targets through various means. Yes, it helps to have strong relationships with investment banks who know your sector and know which assets are on the market. But your organization's business leaders know the business best. The business unit presidents of effective serial acquirers identify early potential targets and use their relationships to bring the opportunities to corporate development. Action 3: Use AI to get a leg up. To stay competitive and maximize acquisition potential, leading deal teams are increasingly turning to AI as a strategic tool to enhance their deal sourcing and improve efficiency and effectiveness. Specifically, AI can: • Analyze market trends • Identify promising targets • Forecast outcomes • Map relationships • Assess sentiment • Provide automated alerts • Streamline due diligence • Facilitate collaboration Companies can use AI tools, such as EY Competitive Edge, to accomplish these tasks. Action 4: Tap into deal team expertise. Deals can commence in various contexts, such as market expansion, technology acquisition, or strategic partnerships. To develop transaction strategy, use the brain trust of the deal team and advisors to navigate the complex journey, from initial target communication through valuation, negotiation, and final bid. No detail is too miniscule with sequencing, planning offers and counteroffers, and aligning roles and responsibilities. These tactics help streamline the process and limit resistance, contributing significantly to the success of the deal. Preliminary analysis While valuation, business modeling, and benchmarking are fundamental, business leaders should not overlook their importance. The preliminary analysis is critical in verifying the contemplated deal will lead to the value creation and TSR that the enterprise strategy is designed to achieve. In addition to effective analysis rooted in data—and not in the emotions of any executives who might want the deal to happen—this early stage is when integration leaders should be brought into the fold. Action 5: Communicate the deal thesis early. Clearly documenting the investment thesis, value drivers, integration strategy, and resourcing is a leading practice that can help expedite the subsequent phases of the deal journey after a letter of intent is signed, diligence commences, transaction documents are signed, and the deal is closed. By taking these strategic actions early in the deal lifecycle, companies can confidently execute their M&A strategies and their enterprise strategy, enabling value creation and increased TSR. The companies that wait on these areas risk missing out on valuable time to quickly realize value and eroding the deal value post-close.
