As organisations navigate their way around the market, particularly in mergers and acquisitions, it must be understood that transformation strategies are crucial for growth.
According to a study by Deloitte, companies that place M&A at the core of their transformation strategies are outpacing traditional rivals, achieving a 464% increase in shareholder returns.
These growth transformers have redefined how to capture value, seize new markets and reinvent business models for the modern world. In Southeast Asia, where the M&A environment is characterised by both structural challenges and new opportunities, Deloitte’s transformational M&A approach offers guidance for business leaders to deliver enduring, significant value throughout each deal.
Deloitte enumerates the new vanguard of transformational M&A leaders:
- Transformational M&A as a leadership mandate – Integrated, multi-dimensional growth pathways with M&A and strategic collaborations at the core, guided by clear leadership intent and inspiring long-term vision.
- Maximising value from the portfolio – Maintaining an “always on” portfolio value maximisation mindset, constantly examining their portfolios, optimising costs, seeking innovative growth, and pursuing M&A like activist investors.
- Transforming while transacting – Embedding transformation imperatives with clear linkages to digital platforms, data infrastructure, and technology capabilities, into both deal strategy and execution from day one.
- Placing AI and technology at the core – Using advanced technologies not just for cost optimisation and efficiencies, but to redefine business models, create new revenue streams, and capture emerging markets.
- Power in collaboration – Forming innovative collaborations and partnerships with hyperscalers, startups, and private equity players to fast-track execution, redefine business models, create new revenue streams and capture emerging markets.
- Future-ready workforce – Developing a resilient and adaptable workforce by driving bold cultural transformation, investing deeply in digital and AI‑enabled skills.
In terms of the trend in the Southeast Asian region, Deloitte says the M&A landscape in 2025 has been shaped by both persistent structural challenges and new opportunities.
These include wide bid-ask spreads, prolonged exit cycles, and a reluctance among sellers to cede control remain significant barriers in core sectors such as digital infrastructure and renewable energy. All these while regulatory changes and complex post-merger integration needs, especially around technology and talent, further elevate execution risk.
Despite these challenges, Deloitte says Southeast Asia continues to attract strong investor interest. Regulatory pragmatism, robust capital inflows, and an appealing domestic demand outlook favour both strategic and financial investors.
Overall, Deloitte says achieving success in Southeast Asia requires disciplined execution, clear strategic priorities, and proactive management of cultural and integration challenges, with private equity playing a central role in shaping the region’s deal landscape.
