Mergers and new technology, delivered.
We help large organisations bring businesses together, separate them, and put new systems to work, from the first plan to the day it runs without us.
Most big change
falls short.
The research is consistent, and it is why we exist.
Research from leading firms, including Bain & Company, BCG and McKinsey, consistently finds that most transformations fall short of their original ambition, and that only a minority keep their gains over time.
The Kaas Bridge
Change is a crossing that has to carry the business while it is being built. A series of spans takes you from where you are to where you need to be.
- ReadRead the ground: what is really true today
- FixFix the far bank: what “done” means, and how it will be measured
- BuildBuild the spans: the safest route across
- CarryCarry the traffic: change while the business keeps trading
- Hand overHand over the keys: it stands without us
From the deal to the day it works.
We work on the two moments that most often go wrong: bringing companies together (or apart), and switching on major new technology. We plan it, pick the partners, then stay to make sure it works.
Programmes are led through operational staff or fully built transformation teams, from boardroom to frontline. Our engagements with large enterprises are about sustained delivery, not short-term projects.
Where we lead
Two focus areas, mergers and technology deployment, delivered through our practices led by senior practitioners and a network of specialists.
M&A integration & separation
Multi-acquisition integration onto a single platform, single process and single organisational structure — with a toolkit the business can run itself.
Our approach
Technology transformation
Salesforce, data and AI/automation programmes led from strategy and partner selection through to adoption and ownership.
Our approach
Target operating model
Finance and enterprise operating models, shared services, centralisation and offshoring — designed, costed and deployed.
Our approach
SAP programme leadership
Workstream and phase leadership through deployment, then governance and high-level design for wider business change.
Our approach
Programme rescue
Turnaround of stalled, high-value programmes: a hard reset of scope, governance and delivery momentum.
Our approachPerspectives
Why post-merger integration stalls after day one
Single platform, single process, single structure as the real test — and why a reusable toolkit matters more than a one-off plan.
Rescuing a stalled programme: the first weeks
Telling a late programme from a lost one, and the governance, scope and vendor resets that restore visible progress.
The second phase of an SAP programme is a business-change programme
The first phase proves the platform; the next decides the value. Setting governance, scope and design so the business actually changes.
