Evolve or Die.
Organizations that thrive in times of transformation behave more like organisms than machines. They evolve. They adapt. They are resilient enough to bend without breaking. They are courageous enough to prepare for a future that does not yet exist.
Organizations that approach transformation with these characteristics earn the ability to manifest their own competitive advantage. Amidst game-changing transformation – North Highland helps organizations tap into these necessary characteristics, developing flexible strategies that enable culture, talent and infrastructure, coupled with the industry and consulting expertise to bring those strategies to life.
How We Can Help
Delivering true transformation and managing strategic change requires an ability to assess, synergize and nurture each element with a vision for the future. Our approach applies organizational strategy and transformation management, agile change, strategic PMO and performance management to derive success from complex, interdependent, multifaceted initiatives.
Mergers, acquisitions, alliances and divestures deliver make-or-break types of structural change. Nothing makes us happier than molding structural changes into a strategic advantage that brings more – more money, more capabilities and more opportunities.
When government regulations impact an organization’s operating model, we transform compliance into a competitive advantage, with deep industry knowledge, advisory expertise and differentiated knowledge capital.
Getting M&A Right: The Four Integration Activities Required to Drive Value
Global merger and acquisition activity hit an all-time high in 2015 with $4.28 trillion worth of deals. These deals – all $4.28 trillion of them – were likely embarked upon with the greatest of intentions. And those intentions, everything from acquiring resources, blunting a disruptive business model, or defending against commoditization, all share one common objective: to create value.
Transforming the M&A Lifecycle with Strategies that Win
In this perspective we will outline the key principles of M&A transactions against five lifecycle stages, and offer insights into the activities that have the greatest potential to differentiate a successful transaction from the rest of the pack.
Three Considerations for Post-Close Merger Integration
The merger or acquisition has finally closed. Day One plans have been executed, information and plans that were once limited to a select “integration team” have been disseminated, and new organizational structures have been announced. In the midst of the excitement or fear (depending on your perspective), there is value – synergies or otherwise – to be realized and a set time frame in which to achieve it.
of companies from the 1955 Fortune 500 are no longer on the list.
End-to-End Process Design Streamlines Successful Global Travel Services Merger
A newly-merged travel company’s information system was outmoded and cumbersome to update. North Highland helped merge structures and revise processes, creating a better new system for staff and customers alike.
Medicaid Transformation Made Easy
Medicaid is the healthcare provider for about 60 million Americans and there are big IT solutions required to meet the needs of both the agencies and the people it serves. But instead of looking at this from a purely technological standpoint, we look at it from the business side. That includes a look at both the people and the technology. Learn more in our latest Made Easy.
Global Head of Transformation
Greg Bradley is a Vice President and Global Transformation Lead at North Highland. He has over 15 years of experience in management consulting, advising and leading executives in strategy and execution across multiple industries. His specific areas of expertise include large-scale business transformation, post-merger integration, financial shared services, accounting/finance, and complex program management. Greg previously served as the Director of Finance Capabilities in Global IT at Coca-Cola, and as the COO and CFO of a law firm in Atlanta. He earned his BS in accounting at Florida A&M University and his MBA from the University of Virginia (Darden).
For over 12 years, David has helped his clients successfully manage complex transactions through the design and execution of Merger, Acquisition and Divestiture programs. He has led projects in all phases of the M&A lifecycle and has specific expertise within the following disciplines: Pro-forma operating strategy, Functional planning, Transition Service Agreement management and Day 1 Readiness planning. David is a sought-out, published M&A thought leader and is a trusted advisor to his clients. He has worked broadly across industry including the following verticals: Manufacturing, Technology, Telecom, Life Sciences, Chemical, Consumer Products, Private Equity and Financial Services.