M&A Integration Processes and Issues

Uncategorized June 6, 2024

The most important browse around these guys rule in M&A is to make sure that you don’t devalue value, therefore you need to spend the time to create your processes and plan to deal with the possibility of things going wrong. I’ve observed that the most frequently-repeated problems are relating to people – how they respond to change, how they resist it, and what they do when things don’t go as planned.

One of the primary services we offer our clients is to assist them in setting up a system which allows them to spot potential issues early and respond to them quickly. This can be achieved by having an annual IMO meeting as well as functional work streams to monitor progress and escalate issues and risks to SteerCo.

Once the method for tackling issues is established It’s essential to focus on the process of execution. That means making sure everyone knows what they’re required to achieve and how it will be measured, and by when. It also includes clearly defining accountability (i.e. ownership of the final outcome) and the authority to make decisions across the entire integrated business.

It is essential to ensure that the CEO as well as senior management can spend at 90% of their time working on core business concerns and avoid getting distracted by integration activities. One way to accomplish that is to appoint an experienced leader to head the Decision Management Office (IMO) which will help triage the decisions and coordinate the work streams. This person could be from the acquisition company or an emerging star within the merged business that has the backing of their boss who is willing to make this commitment.

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Victor Themes

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