In the not-for-profit sector, mergers can magnify reach, reduce overhead, and ultimately multiply social impact and capital. But they’re also complex – less than half succeed. Cultural alignment, board support, and stakeholder engagement are just a few factors that often determine success or failure.
The Australian Institute of Company Directors (AICD) NFP Governance & Performance Study 2023-4 reported that 26% of not-for-profit boards were undertaking, or about to discuss a merger.
The same study shows 50% of these do NOT expect the merger / discussion to successfully result in merger. Common stumbling blocks include cultural mismatch, governance complexities, personal issues or interests and insufficient clarity of purpose.
Our lawyer partners say over 75% of attempted mergers fail – either fail to launch (get to the point of merging) or fail to deliver the planned benefits.
Loom Consulting can help you understand if you’re truly ready for a merger, find the right future partners, and guide you through the process, avoiding all the common pitfalls and roadblocks, so your For-Purpose organization can realize its true potential.
Loom Consulting helps For-Purpose organizations to maximise impact through bespoke Merger Advice and Workshops. We help optimise your time, energy and money and find a better way to achieve your vision and do more good.
Led by a CEO and Director who has successfully navigated multiple not-for-profit mergers, we bring a boots-on-the-ground perspective, and a network of tried and tested specialist partners.
With clear timelines, checklists, and stakeholder-engagement plans, we reduce ambiguity.
By combining complementary strengths and resources, a well-executed merger can help your organisation serve more people, more effectively.
We are ready to work with not-for-profit clients across Australia and would love to speak with you about how we can help.
According to the The Australian Institute of Company Directors (AICD) NFP Governance & Performance Study 2023-4, 26% of not-for-profit boards were undertaking, or about to discuss a merger.
But, according to the same study, 50% of these do NOT expect the merger discussion to successfully result in merger. Common stumbling blocks include cultural mismatch, governance complexities, personal issues or interests and insufficient clarity of purpose.