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Articles by Harris Atmar
Consumer packaged goods: Reigniting growth via portfolio realignment
Changing consumer tastes and sentiment are spurring consumer packaged goods companies to use M&A to refocus efforts, redirect capital, and reignite growth. The industry overview After a year characterized by weak volumes, shifting consumer preferences, and continued margin pressure, consumer-packaged-goods (CPG) companies entered 2025 facing the challenge of returning to sustainable growth.
Driving growth in consumer goods through programmatic M&A
Companies that take a programmatic approach to M&A deals outperform their peers, but this strategy requires differentiated capabilities and effective execution. Over the past decade, consumer goods companies have pursued M&A to compensate for stagnant organic growth. However, not all acquisition strategies generate the same returns. Programmatic M&A, defined as two or more small or midsize deals a year, demonstrates the highest value creation, as shown by McKinsey’s research across industries.
The next normal: Retail M&A and partnerships after COVID-19
Now is the time to think about retail M&A after the coronavirus crisis. Five trends could unlock opportunities for retailers, brands, and investors to shape the next normal. As a global pandemic, COVID-19 poses mind-boggling health and humanitarian challenges, and the economic impact on lives and livelihoods of the efforts to contain the virus is the strongest in a century. Retail is one of the sectors most affected by COVID-19, in both positive and negative ways.
The next normal in consumer: Implications for Consumer Goods M&A
COVID-19 poses staggering health and humanitarian challenges. In this rapidly evolving crisis, companies must act on multiple fronts to protect their employees, customers, supply chains, and financial results. All consumer sectors will feel the economic impact of COVID-19. This impact is likely to reshape short- and long-term M&A activity, as investors and organizations explore the implications and reassess how best to shape their business and deploy and/or shore up capital.
Bridging the gap between a company’s strategy and operating model
How well is your company’s operating model keeping up with its evolving strategy? Under pressure to respond more quickly to rapidly changing competitive circumstances, executives today are more likely to adopt a rolling strategic plan that they update as needed instead of the three-to-five-year plan that was once standard. Reorganization follows, as often as every two years—followed by a new operating model that can take as long as two years to implement.
Bridging the gap between a company’s strategy and operating model
Four questions can help a company translate business goals into operating-model design. How well is your company’s operating model keeping up with its evolving strategy? Under pressure to respond more quickly to rapidly changing competitive circumstances, executives today are more likely to adopt a rolling strategic plan that they update as needed instead of the three-to-five-year plan that was once standard.
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