Joint ventures and strategic alliances are important tools for achieving growth. They can be quicker than building an entirely new business and appear to present less complex logistics than acquisitions.


Yet misaligned strategic goals, unclear governance, skewed operating models, indistinct workforce strategies and cultural mismatches can ultimately lead to underperformance.


Prioritizing people

These deals are increasingly dependent on prioritizing people risk. The most successful approaches address these risks from the beginning — at strategy identification and partner searches — and require the same focus as operational risks.


The Mercer difference

We are deal experts who understand how to mitigate risks, maximize value and moderate human capital costs to achieve sustainable value. Hundreds of clients have benefited from our holistic and practical approach to translating people risks into measurable outcomes.

Mercer advises clients in:


Strategy and readiness

Understand the strategic rationale and workforce capabilities needed to maximize success.

Launch planning

Execute rigorous governance and talent planning to ensure short- and long-term success.

Ongoing management

Conduct regular assessments to uncover any conflicting interests, and realign objectives, governance, workforce and culture to meet performance goals.

Exit preparation and execution

Decide on an exit strategy, create mutually agreeable terms and execute exit.

Created with Sketch.
Joint ventures may be ignited by the prospects of financial gain, but they’re fueled by the act of people coming together and teaming up.
Created with Sketch.

– Jeff Black

Global M&A Advisory Services Leader, Mercer

Japanese businessmen bowing in traditional Japanese customs used when greeting colleagues and formalizing deals, men, trees, greeting, two people, Asian

Speak to a Mercer consultant