Overcapacities and synergy effects, compensations and restructuring costs: There is a variety of established HR instruments for mergers and acquisitions that enable the determination of costs and creation of new organization. Those common methods only take in account the superficial layer most of the time – for example the available continuous budgeting and workforce planning, predictions on future development of relevant markets and a basic comparison between order situation an production capacities. The rude awakening usually comes a few years later: Once non demanded competencies are suddenly essential, but there’s a lack of appropriate talents. Or a decommissioned location has to be rebuilt due to wrong predicted situations on the market – the local labour market however is not able to meet the emerging demands.
Supported by Big Data Analysis we are able to identify future workforce demands and hidden risks more precisely and at an earlier stage than with traditional M&A methods or due diligence.