Roadmap to value: crafting an effective M&A communication plan

January 2026  |  FEATURE | MERGERS & ACQUISITIONS

Financier Worldwide Magazine

January 2026 Issue

The lifecycle of an M&A transaction comprises several key phases – strategy and preparation, target evaluation, due diligence, deal negotiation and post-deal integration – each varying in duration and emphasis depending on the nature, industry and complexity of the deal.

Spanning these phases is one of the most critical elements of a successful transaction: the M&A communication plan – a detailed roadmap that outlines timelines, actions and other specifics for conveying essential information about an M&A transaction to stakeholders.

With M&A activity in 2025 characterised by a trend toward strategic, high-value megadeals – global M&A deal value reached almost $1.5 trillion in the first half of 2025, up 15 percent from $1.3 trillion in the same period of 2024, according to PwC’s ‘Global M&A Industry Trends: 2025 Mid-Year Outlook’ – the importance of keeping stakeholders engaged and informed during periods of rapid change and uncertainty cannot be overstated.

“M&A is high-stakes and the path is almost always uncertain, even for those leading it, so a plan keeps messages clear, timely and aligned, protecting trust and deal value,” says Jo Sutherland, managing director at Magenta Associates. “It explains why the deal is happening and what it delivers for employees, customers and investors, so people can see themselves in the next chapter. Without that anchor, communications can drift and people can get lost in the M&A sea.”

The importance of a communication plan also depends on the size and nature of the transaction. “For a large, strategic acquisition it is critical,” asserts Marcin Majewski, managing director at Aventis Advisors. “The transaction reshapes the business and stakeholders need clarity on the vision and direction. Without that, rumours and uncertainty dominate and confidence erodes.

“For smaller, tactical acquisitions that are modest relative to the buyer, the need is less pressing, though clear communication still helps avoid unnecessary disruption,” he continues. “A future-focused vision is essential in strategic cases because it anchors every message in the long-term rationale. More importantly, it helps people overcome the difficulties that come with any transaction and inspires them to go the extra mile in what is always a demanding process.”

The benefits of a communication plan

Amid the overall demands of an M&A transaction, the primary goal of a communication plan is to keep internal and external stakeholders informed, aligned and engaged. In the absence of such a plan, the impact of the deal can be significantly compromised, potentially leading to failure.

“Without an effective communications plan, rumours start filling the vacuum, and people turn to WhatsApp and side conversations instead of official channels,” suggests Ms Sutherland. “That drives anxiety and distracts teams at exactly the wrong time. There is also a risk of losing top talent. If employees feel left in the dark about roles, culture or reporting lines, many will not wait around.

“Customers can become unsettled too, questioning whether services will continue as promised, and in some cases looking elsewhere,” she continues. “Meanwhile, investors grow sceptical when they do not get a clear and confident story about the strategic logic behind the deal. All of this slows integration, undermines confidence and can put the deal’s value at risk.”

Maintaining and retaining confidence among stakeholders is therefore essential. According to M&A Community, the outcomes described below represent the core benefits of a well-crafted M&A communication plan and should be prioritised throughout the transaction lifecycle.

Business continuation is supported by a clear communication plan that ensures employees, suppliers and stakeholders understand the deal’s roadmap. This reduces uncertainty and minimises disruption. By clarifying changes, timelines and expectations, companies can prevent costly slowdowns and maintain operational stability, enabling the merged entity to achieve its objectives.

Employee morale and retention are bolstered through transparent and regular communication. Employees often worry about job security, roles and the company’s future during M&A. Addressing these concerns openly builds trust, reduces anxiety and fosters engagement. This, in turn, helps prevent staff turnover and sustains motivation throughout the integration process.

Customer retention is safeguarded by proactively addressing concerns about service continuity. An effective communication plan reassures customers that their needs will continue to be met, reinforcing loyalty and reducing the risk of attrition. This helps preserve revenue streams and brand reputation.

Successful integration is facilitated by a strategic communication plan that aligns teams and operations across both organisations. It sets clear priorities, encourages collaboration, and accelerates the unification of systems and cultures. Structured communication supports a smooth transition and helps the combined entity realise its long-term goals.

“Effective communication is vital during every stage of the M&A process, reducing uncertainty and aligning stakeholders with the deal’s objectives,” adds Jerome Pottier, EMEA chief revenue officer at Datasite. “A robust, future-focused communication plan helps employees understand the rationale behind the transaction, encouraging buy-in and supporting successful integration.”

Crafting a communications plan: key alignments

Effective M&A communication requires structure, consistency and honesty, embodied in a plan that can be shared internally and externally with stakeholders, employees, customers, the media and regulators.

“Communications leaders should act early, prioritise business goals and communicate the plan in a human tone,” says Mr Pottier. “Recruit internal champions for feedback and never let the communication momentum drop.”

Mr Majewski emphasises that everyone involved in the plan must deliver a consistent message that ties back to the rationale for the deal and the vision for the business. “If different groups hear different explanations, trust breaks down quickly,” he contends. “Sequencing is also important: deciding what to share, when to share it and who should deliver it. The right people must hear the right message at the right time, but the core narrative should never shift.”

According to the Grossman Group, aligning certain components helps dealmakers establish a timeline for proactive, transparent communication with stakeholders through appropriate channels.

The process begins by assembling a cross-functional team that includes representatives from communications, human resources, legal, senior management and IT. This team is responsible for crafting and executing the M&A communication plan.

Identifying key audiences is essential. While all employees are critical stakeholders, subgroups may require tailored communication strategies. Collaborating with the cross-functional team to develop audience personas helps identify specific concerns, perceptions, preferred channels and potential impacts.

Developing a clear message is vital. Communications should explain the rationale behind the deal, outline the case for change, highlight expected benefits and clarify what employees can anticipate. Transparency is crucial – acknowledging challenges while emphasising opportunities and providing timing details builds credibility.

Selecting appropriate channels ensures messages reach the intended audiences effectively. This may include a combination of email, intranet updates, video messages from leadership and in-person meetings.

Timing is equally important. To avoid leaks and misinformation, plan the announcement carefully. Ensure that key stakeholders, including managers and department heads, are briefed in advance. A ‘day one’ timeline should be developed to coordinate a cascade of communications that reaches all stakeholders efficiently and legally.

Developing resources such as FAQs, talking points and training for leaders ensures consistency in messaging. Equipping managers with the tools to address questions confidently reduces the risk of miscommunication and the need for reactive issue management.

Establishing ongoing communication is essential. Regular updates and check-ins, particularly through direct managers, keep stakeholders informed about integration progress and any changes affecting them.

Monitoring and adjusting the communication strategy based on feedback ensures continued relevance and effectiveness. If certain messages are not resonating or issues persist, the approach should be refined accordingly.

“A crisp messaging framework, audience-specific delivery and operational readiness is essential,” believes Ms Sutherland. “In practice, this means creating a single source of truth for the whole deal, mapping audiences to the right channels, training spokespeople and setting clear timelines. Develop FAQs and offer guidance on lines to take – giving leaders and managers clear, ready to use answers to the questions they are most likely to face.”

Timing, confidentiality and psychology

Given the often fast-moving nature of M&A transactions, implementing a communication plan requires careful handling. Poorly managed communications can result in negative consequences and misaligned expectations.

“For transformative deals, timing is the hardest challenge,” suggests Mr Majewski. “Avoid communicating too early or too widely, and do not leave people feeling blindsided. Managing confidentiality is critical: too many people in the loop creates risk, but surprising trusted stakeholders damages confidence. Striking that balance is a big test.

“In practice, it is rare for the acquirer’s business to be disrupted by a deal,” he continues. “Employees on the acquirer’s side should see it as an opportunity, since they are often promoted, given more responsibility and offered greater scope to grow after the transaction.”

Ms Sutherland highlights the psychological impact of M&A. “M&A touches people personally, so it can be an emotional time,” she explains. “Employees might worry about their jobs, their teams and their place in a new culture.

“Customers might be anxious about whether the service they rely on will change or falter. Even investors, who tend to look at numbers first, can feel unsettled if the deal does not make sense to them straight away. It is not enough to just deliver facts; the human side must also be acknowledged,” she adds.

Changing narratives

In a world increasingly shaped by economic uncertainty, regulatory shifts, geopolitical tensions and rapid technological change, the way M&A transactions are communicated is evolving.

“The world is becoming more volatile, and that changes the rules for how M&A communications need to work,” says Ms Sutherland. “Digital speed exacerbates matters. News travels instantly now via social media or official and unofficial message groups. If a misleading rumour starts, it can spread fast, before the company has a chance to respond.

“So, communications must be more proactive, empathetic and built for real time,” she continues. “That means preparing for what people will ask, having a clear storyline that can be leaned on, anticipating where misunderstandings will pop up and having credible proof points to back up everything communicated.”

As Mr Majewski points out, cross-border M&A deals introduce further complexity. “Large international transactions often attract political scrutiny and can trigger backlash from regulators, governments and the public,” he asserts. “Increasingly, these deals are judged against nationalistic agendas and companies must be prepared to show how a transaction fits into that narrative.

“This brings many more stakeholders into the process and increases the pressure on alignment,” he continues. “With smarter and more informed audiences, even small inconsistencies are picked up quickly. That shrinking margin for error makes careful, strategic communication a core requirement of every major M&A transaction.”

In today’s volatile business environment, where speed, scrutiny and stakeholder expectations are at an all-time high, communication is a strategic imperative. A well-executed communication plan manages perceptions and actively shapes the trajectory of the deal, influencing everything from employee morale to investor confidence and customer loyalty. It is the connective tissue that binds strategy to execution, ensuring that the rationale behind the transaction is both understood and embraced.

As M&A continues to evolve in complexity and scale, organisations will need to treat communication as a proactive discipline. By embedding clarity, empathy and foresight into every message, dealmakers can navigate uncertainty with confidence, build trust across stakeholder groups and unlock the full value of the transaction. In the end, it is not just the numbers that determine success – it is the narrative.

© Financier Worldwide

BY

Fraser Tennant