M&A Integration Processes and Issues

The principle of M&A is to ensure that you don’t destroy value, which is why you need to spend the time to create your processes and plan to deal with the possibility of things going wrong. I’ve discovered that the most frequently-repeated problems are relating to people – how they respond to change and how they resist it and what they do when things don’t go according to plan.

We help our clients set up an organization that allows them to recognize potential problems early and to respond quickly. This could be for instance, having a weekly meeting during which the IMO and functional work streams review progress against the plan and escalate issues and risks to the SteerCo.

Once the method for tackling problems is established, it’s important to focus on www.reising-finanz.de/choosing-the-right-personal-property-insurance/ the process of execution. That means making sure the team knows what it’s expected to accomplish, how that will be measured, and when. It’s also about clearly defining accountability (i.e. ownership of the final outcome) and the decision-making authority across the entire integrated business.

It is essential to ensure that the CEO and top management can spend at minimum 90 percent of their time on core business matters and avoid being distracted by integration activities. It is an ideal idea to select a leader who can manage the Decision Management Office and coordinate work streams. This can be someone from the organization that acquired the company, or it can be an emerging star within the merging business that has the backing of their boss to fulfill this commitment.

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