A Market in Motion: The 2026 M&A Outlook 

Even amid ongoing macroeconomic uncertainty, the mergers and acquisitions landscape continues to expand. John points to an anticipated 3% increase in M&A activity for 2026, following a notable 10% jump in 2025. However, he is quick to emphasize that the nature of dealmaking is evolving. “It’s no longer just about scale,” he explains. “What we’re seeing now is a clear shift toward capability acquisition. Companies are targeting specific competencies, particularly around AI and digital transformation, to fill strategic gaps.” 

Private equity continues to lead the charge, but its priorities are changing. Instead of sheer size or market share, the focus is on acquiring highly specialized assets to accelerate innovation and gain a competitive advantage. 

What Sets the Winners Apart 

In a high-volatility environment, Kim identifies three interconnected attributes: strategic clarity, operational readiness, and executional speed. 

“Even with flawless integration plans, if the strategy behind the deal is off, it’s not going to work,” Kim asserts. Conversely, even the most compelling strategy can fall apart without the tools and talent to execute it effectively. Alignment between strategic intent and integration capability is critical. 

Speed is another key differentiator. As market windows open and close more rapidly, acquirers must move with precision. “The longer integration takes, the higher the risk that value won’t materialize. Time kills deals,” he says. 

The Hidden Risks Few See Coming 

While most buyers account for financial and legal risks, Kim underscores a trio of vulnerabilities that are often overlooked. First is the impact of macroeconomic volatility. Interest rate shifts, inflation, and geopolitical instability now play a much larger role in deal risk modeling. 

Second is the complexity of post-merger integration. “Companies sometimes get caught up in the excitement of the deal—the numbers, the valuation—and they underestimate how difficult integration will be. It’s not just about what you buy; it’s how you run it afterward.” 

Third, and perhaps most underestimated, is cultural misalignment. Kim reminds us of the familiar axiom: culture eats strategy for breakfast. “If leadership styles don’t align or values clash, it can quickly unravel even the most promising deal.” 

Reframing Integration as a Strategic Discipline 

According to Kim, integration planning needs to be reframed not as a post-deal activity, but as a parallel strategic process. RGP increasingly encourages clients to embed integration planning at the earliest phases—even before due diligence. 

This proactive approach enables stronger coordination between deal teams and operating leaders. RGP often establishes an Integration Management Office (IMO) as a central command center for execution. The IMO manages workstreams, oversees communications, tracks milestones, and reports to steering committees. 

Successful integration, Kim explains, depends on having a structured yet flexible framework that enables repeatable execution across deals. “It’s not enough to have a plan. You need a disciplined model that can scale and adapt.” 

Where Clients Get Stuck and How RGP Helps 

Clients typically seek RGP’s support at three pivotal stages. The first is due diligence, where bandwidth and specialized expertise are in short supply. “Clients bring us in for additional muscle and perspective—especially in finance, HR, IT, and operations,” says Kim. 

The second inflection point is cultural and leadership alignment. When collaboration stalls or team cohesion breaks down, RGP steps in with targeted assessments, change management frameworks, and custom training to reset alignment. 

Finally, many organizations engage RGP after a deal closes, but struggles persist. Kim refers to this as post-integration support. “Sometimes they’ve done all the right things, but it’s just not clicking. That’s where we help get systems and teams aligned.” 

Kim outlines a range of case studies illustrating how RGP partners across the M&A lifecycle. One example involves helping a global client proactively identify acquisition targets based on capability fit, size, and strategic direction. In another, RGP led end-to-end financial and operational due diligence, leveraging deep domain expertise across tax, HR, and IT. 

For integration execution, RGP established a comprehensive IMO to coordinate multi-functional workstreams, communication plans, and reporting structures. In yet another case, the team developed a bespoke M&A playbook to help the client institutionalize a repeatable, high-performing acquisition process. 

“The goal is always the same,” Kim notes. “To help clients move from reactive to ready, from transaction to transformation.” 

Advice to CFOs: Stay Grounded, Stay Disciplined 

Kim closes with a piece of advice for any executive entering a transaction: “Approach the deal with rigor and discipline from start to finish. Don’t let excitement—or pressure from competitors—distract from strategy and risk assessment.” 

In a world of fast-moving opportunity, the fundamentals still matter. What distinguishes great M&A leaders is not just vision, but execution anchored in clarity, discipline, and resilience. 

Ready to Make Your Next Deal Count? 

Whether you’re evaluating a new opportunity or navigating post-deal complexity, RGP brings the strategic insight and operational expertise to help you succeed across the entire M&A lifecycle.  

Reach out here. 

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