Doing Deals In Times Of Turbulence
Summary
The global M&A market is beginning to recover after a slow first half of the year driven by trade uncertainty, regulatory changes and geopolitical tensions. Sentiment has improved recently as macroeconomic conditions stabilise and market participants accept persistent uncertainty as a new normal. With more than $12 trillion in dry powder, corporate and private equity buyers are well capitalised, and history suggests deals made in slower markets often deliver superior shareholder returns. Readiness is critical: top acquirers maintain an always-on approach, detailed playbooks and scenario-tested plans so they can move quickly when attractive opportunities appear.
Technology — especially AI — is changing early-stage deal work by speeding target identification and market landscaping, freeing deal teams to focus on high-value judgement and integration planning. Heightened regulatory scrutiny means compliance must be embedded early in deal strategy. The article highlights tactical opportunities such as “jump the tariff” plays, in-country consolidation, joint ventures in capital-intensive technology areas and acquisitions that strengthen supply-chain resilience. It closes with four practical actions leaders can take now: review portfolios, build M&A capabilities, ensure financial readiness and align leadership and boards for swift decision-making.
Key Points
- Market momentum is returning amid stabilising macro conditions and clearer trade outlooks.
- There is a record amount of dry powder (> $12 trillion) poised for deployment.
- Acquisitions made in slower markets historically yield higher total shareholder returns than those made in frothy periods.
- Top-performing acquirers adopt an “always-on” M&A posture: continuous portfolio reviews, proactive target engagement and ready playbooks.
- AI is accelerating early-stage deal tasks (landscaping, target identification), allowing teams to devote more time to strategic judgement and integration planning.
- Regulatory scrutiny is intensifying — compliance should be integrated early and continuously during deals.
- Practical opportunity areas: local production to avoid tariffs, regional consolidation, joint ventures for capital-heavy tech, and deals to bolster supply-chain resilience.
- Four actions for leaders: optimise portfolio, build robust M&A capability, ensure balance-sheet agility, and align leadership/board governance.
Why should I read this?
Short version: if you want to win at M&A in the next 18 months, read this. It cuts through the noise and gives a clear playbook — not just theory. You get the case for acting now, practical opportunity areas, how AI changes the game and four immediate priorities to get your organisation deal-ready. Saves you the time of sifting through market chatter and tells you what to do next.
Context and relevance
This is timely for CEOs, CFOs and boards assessing inorganic growth amid geopolitical and trade uncertainty. The piece ties current market dynamics (capital availability, regulatory rigour, technological advances) to concrete M&A tactics. It’s especially relevant for organisations looking to de-risk cross-border exposure, consolidate local markets, partner on expensive technology investments, or shore up supply chains. The emphasis on readiness and governance reflects a broader trend: deals today reward preparation and speed as much as capital.
Source
Source: https://chiefexecutive.net/doing-deals-in-times-of-turbulence/
