Co-Working Mergers & Acquisitions

Frame the Business Questions Behind a Potential Combination.

Mergers and acquisitions support begins with strategic purpose, business information and the practical questions raised by bringing operations together.

The starting point may be a potential acquisition, combination or other strategic change. This page describes areas for a scoped business discussion; it does not prescribe transaction terms or replace the work of appointed specialists.

How the Scope Can Be Shaped

Strategic objectives

Explain what the proposed change is intended to achieve for the workspace business. Identify the operating capabilities, locations or member propositions under consideration and the questions that need to be resolved.

Business information

Organize the information available for the agreed review and record gaps requiring further input. Keep the source, date and ownership of material clear so discussions are based on an identifiable set of records.

Integration considerations

Consider how workspace operations, people, communication and member experience could be affected. Identify dependencies and matters requiring a separate decision before making assumptions about a future operating model.

Preparing for the First Discussion

1. Clarify the strategic context and the limits of the discussion.
2. Identify the business information and specialist inputs required.
3. Record the operational questions and decision dependencies.

Connect the Next Step

Operational understanding and a clear strategic purpose provide context for a potential business combination. Explore the full service portfolio or start an enquiry.