Partner & Director, Change, Transaction & Integration Excellence
Niamh Dawson is one of Boston Consulting Group’s global experts on post-merger integration, change management, and culture. She has worked internationally for well over two decades across three continents.
Niamh has played a key role in expanding BCG's footprint in post-merger integration. She has collaborated with the senior management teams of numerous BCG private and public sector clients worldwide on a broad range of integration and change questions: synergy development and achievement, organization design, people appointments and retention, communications, change management, cultural integration, carve out, salesforce optimization, research and development, and manufacturing rationalization.
Her industry experience spans biotechnology, consumer goods, energy, financial services, health care, industrial goods, insurance, media, private equity, technology, and telecommunications.
For many years Niamh also led BCG’s Women@BCG initiative in London, where she established many of the groundbreaking policies that make BCG a sought-after employer today. She is also a guest lecturer at London Business School and University College London.
Before joining BCG, Niamh worked with Exxon Chemical in the UK and Belgium in a variety of roles spanning sales, distribution and logistics, and business analysis.
Niamh is a qualified executive coach with deep experience in the issues and dilemmas facing CEOs, executive teams, and boards.
Investors increasingly want more than low-single-digit savings from acquisitions. Procurement is in a position to deliver.
When a company buys an underperforming asset, it needs to make improvements and start creating value on day one. These acquirers show how it’s done.
Read more about Four Keys to Realizing Post-Merger Synergies
With a disciplined approach, merging companies can aim higher, achieve more, and realize postmerger synergies faster—and thus fulfill the true promise of integration.
When it comes to synergies, value-creating acquirers do three specific things differently. We set straight the role of synergies in M&A value creation.
It is not enough to know how to integrate an acquisition. Organizations need to build their underlying capabilities in order to execute with confidence.