M&A Integration Processes and Issues

The principle of M&A is to ensure that you don’t destroy value, so you have to spend the time to create your processes and prepare for the event that something goes wrong. I’ve found that the most frequent problems are relating to people – how they respond to change, how they resist it, and what they do when things don’t go according to plan.

One of the primary things we do for our clients is to assist them in setting up a www.reising-finanz.de/personal-property-insurance-buying-guide/ system that will allow them to identify possible issues early and respond to them quickly. This can be done by having weekly IMO meeting and functional work streams to review the progress made and escalate issues and risks to SteerCo.

Once the method for tackling issues is established, it’s important to focus on execution. It’s crucial to ensure that everyone knows what they are expected to do and how they’ll be evaluated, and when. It also means clearly stating accountability (i.e. the ownership of the final results) and the authority to make decisions for the entire integrated company.

It is vital to ensure that the CEO and senior management are able to spend at 90% of their time on core business issues and not be distracted by integration activities. It’s an ideal idea to select someone who will oversee the Decision Management Office and coordinate work streams. It could be someone from the acquisition company or an emerging star within the newly merged company who has the support of their boss to fulfill this commitment.

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