Like many organizations, HP was frustrated by the time-consuming manual tasks and lack of day-to-day clarity that can impede progress on large-scale initiatives. The sheer complexity of M&A transactions—myriad people, processes, data, and technologies across multiple business structures—makes tracking and reporting relevant key performance indicators (KPIs) enormously challenging for even the most sophisticated companies. The latest status is lurking somewhere in a mix of dashboards, collaboration tools, email updates, and hallway conversations.
That overarching lack of visibility can quickly lead to a general lack of accountability. Over time, what starts as a data error here, or a missed target there, snowballs into broader schedule delays and revenue gaps that steadily drag down the expected value creation.
And, as HP was learning amid its recent acquisitions, simply throwing more people at these challenges was not a solution. As a longtime technology leader and innovator, the company knew there had to be a better way to optimize its M&A opportunities.
A macro approach to M&A that was falling behind
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KPMG led the development of a technology-first platform that has helped empower HP’s team to optimize core M&A activities via a suite of powerful new technology applications, data enhancements, and workflow automations.
This new platform is turbocharged by more than 50 AI-enabled automations that streamline a wide range of process-heavy tasks: for example, data collection and reconciliation, integration management reports and workflow tracking, and critical budget drivers like inventory transfers and trading structure requirements. KPMG developed GenAI applications that ingest the collected data (from multiple formats) and enable the M&A team to quickly generate reports and analytics on areas like risk mitigation, budget scenarios, overall project KPIs, and real-time status updates.
This platform has enabled HP to significantly accelerate the complex integrations of recent acquisitions, realize synergies, and achieve deal value. Indeed, the company has already achieved millions of dollars in efficiency gains to date, and it expects additional returns as it leverages and continues to expand the platform’s advanced capabilities for its ongoing M&A activities.
A transformative new approach to M&A
The new platform’s innovation opportunities are not limited to M&A transactions. Its potent mix of quantitative processing power and qualitative outputs is ideally suited for many large-scale business initiatives, including internal business transformation initiatives.
Like M&A, many large transformation projects can quickly overwhelm teams with a cascading array of complex details, tasks, and requirements—work that advanced applications and automations are now simply better positioned to handle. And rather than manually drafting reports or updating KPIs, staff can work from GenAI-triggered outputs that free up the team to spend more time focusing on optimizing data-driven decisions, making course corrections, and delivering value as quickly and efficiently as possible.
Going forward, HP has engaged us to leverage the platform’s dynamic new capabilities for an upcoming transformation initiative, and we continue to support and enhance this game-changing platform for HP’s M&A activities.
Delivering on enterprise initiatives
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