Tech Mahindra and the acquisition of Satyam Computers: 10 years, 10 learnings

April 13, 2019, marks the tenth anniversary of one of the most significant events within the corporate history of India – the purchase of Satyam with the aid of Tech Mahindra. Before the acquisition, Tech Mahindra turned into a gap participant that derived a significant portion of its sales from the telecom vertical. On the other hand, Satyam turned into the fourth largest Indian IT offerings employer in terms of sales, listed in both the Indian and US stock exchanges. It had over 50,000 personnel with operations in sixty-six nations and counted 185 Fortune 500 agencies as clients.

Tech Mahindra and its parent employer, the Mahindra Group, saw the acquisition of Satyam as a strategic possibility to take the company to the subsequent stage of growth. The purchase might permit the Group to diversify throughout verticals, customers, and geographies, offering a wide variety of services to Satyam’s sturdy client base.

They are termed as an honestly bold try – no longer simply inside the scale and size, however additionally in terms of coping with expectations of the investors, clients, and the personnel. The daunting undertaking was made possible with Tech Mahindra’s decisive leadership. The merger presents a few excellent trainings that most new-age agencies can imbibe to turn around any adverse situation and make the most of these kinds of conditions:

Risk-Taking Capabilities:- “If you dare nothing, you benefit not anything.” Each enterprise aims for consistent earnings and margins; however, for long-term profitability, one wishes to appear beyond natural growth possibilities, i.,  obtaining/investing in new business opportunities. This will assist in staying applicable to this forever-evolving marketplace.

Humane method:- Mergers and Acquisitions (M&As) is a traumatic/attempting affair, for now, not just the management but the employees and other stakeholders. Motivating personnel to a common motive is one of the vital precedence areas.