M&A Integration Processes and Issues

The most important rule in M&A is to make sure that you don’t devalue value, which is why you need to take the time to design your processes and plan carefully for when things go wrong. I’ve discovered that the most common problems are relating to people – how they react to changes or change, how they resist it, and what they do when things don’t go according to plan.

One of the key things we do for clients is to assist them in setting an approach that will allow them to identify potential issues early and then respond quickly. It could be such things as having a weekly meeting in which the IMO and functional work streams evaluate the progress made against the plan and raise concerns and risks to the SteerCo.

Once the process for tackling problems is established It’s crucial to concentrate on the execution. That means making sure everyone knows what they’re expected to accomplish, how that will be measured, and by when. It’s also about clearly defining accountability (i.e. ownership of the end results) and the authority to make decisions for the whole integrated business.

It is vital to ensure that the CEO and senior management can spend at minimum 90 percent of their time on essential business concerns and avoid getting distracted by integration activities. It is a good idea to appoint one person to head the www.reising-finanz.de/choosing-the-right-personal-property-insurance/ Decision Management Office and coordinate work streams. This could be a person from the acquired organization or an emerging star within the newly formed company who has the support of their boss to fulfill this commitment.

Leave a Reply