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Shareholder Activists Are Targeting My Company. How Bad Can It Get?

Shareholder Activists Are Targeting My Company. How Bad Can It Get?

Activist expert Steve Balet of FTI Consulting’s Strategic Communications segment answers the question increasingly on the minds of boards of directors.

After a robust 2017, shareholder activism shows little sign of abating this year. This trend has spurred a growing number of boards of directors to take action to prevent their companies from being targeted and avoid the disruption that comes from  a public activism engagement. Not surprisingly, this leads to a question I am frequently asked by board members: How much disruption can a shareholder activist cause?

The answer: A lot.


There is no defined trigger for shareholder activism today. While activists most often target underperforming companies, they are increasingly setting their sights on healthy companies as well. Most activity takes place at companies with market capitalizations of under $2 billion, but well-known companies with capitalization as high as $225 billion are also in the crosshairs. Even the goal of activists is evolving. In some cases, activists are urging public companies to drop transactions, which is a shift from the more familiar push for higher prices to be paid to the targeted company.

In each circumstance above, the disruption is always impactful and is rarely brought to the public’s attention. Disruption is likely at its greatest, however, when a shareholder activist calls for change in the structure of the targeted company, such as a split, a sale of a division, a spin-off or sale of the entire entity.


Whatever the catalyst for activism, communicating with three of your major stakeholders — employees, suppliers, and customers — can help in managing the disruption.

Employees: Typically, your best employees are most sensitive to rumors of change and may be the first to leave if they sense the company may be pressured into doing something which will disrupt stability. This is particularly acute among employees who are directly connected to driving revenue, namely, the sales teams. For this reason, companies in activist situations should spend time and energy explaining the confidence they have in the going-forward plan and keep employees steadily updated through firm-wide communications, town halls and, specific geographical or segment tailored engagement as needed.

Suppliers: Keeping your suppliers informed is important as an activist’s public statements can have a substantial effect on supplier negotiations. This situation can become particularly disruptive when an activist names a potential suitor for the company that is serviced by another supplier.

Customers: Companies that sell services or have longer term contracts with their customers may feel the disruptive impact of activism more acutely than others. These customers may delay or cancel purchases due to concerns about the statements and actions of the activist. This type of  disruption can have a lasting effect  on shareholder returns.


It is important to note that in an acute activist situation, the C-suite often spends 30 to 50 percent of its time on the situation. This is greatly disruptive in and of itself and can often have a debilitating effect on the performance of the company. It is also extremely important for investors to know that by going public, an activist may cause long-term harm to the companies they are investing in.

Many activists deride management when they state that shareholder activism is extremely disruptive to a company and can be harmful to its performance. By being aware of the level of disruption in a public shareholder activist engagement, a company can better manage through with the least amount of negative effects. 

About the Expert: Steven Balet is an activism expert in FTI Consulting’s Strategic Communications segment and is also co-head of the Activism and M&A Solutions practice.



Published February 2018

© Copyright 2018. The views expressed herein are those of the author(s) and not necessarily the views of FTI Consulting, Inc., its management, its subsidiaries, its affiliates, or its other professionals

About The Author

Steven Balet
Managing Director
Strategic Communications
FTI Consulting

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The views expressed in this article(s) are those of the author and not necessarily those of FTI Consulting, Inc., or its professionals.
©Copyright, FTI Consulting, Inc., 2012. All rights reserved.