M&A Integration Processes and Issues

The principle of M&A is to not destroy value, which is why you need to spend the time to build your processes and prepare for the event that something goes wrong. I’ve found that the most prevalent issues are related to people: how they react to changes and how they resist it, and what they do if things don’t go according to plan.

We assist our clients to set up a system that allows them to identify potential issues early and respond quickly. This can be done by having weekly IMO meeting as well as functional work streams to review progress and escalate issues or risks to SteerCo.

When the strategy for dealing with problems is established It’s essential to focus on the process of execution. This means that the team knows what it’s expected to accomplish and how it will be measured, and by when. It also means clearly stating accountability (i.e. taking ownership of the final results) and decision-making authority for the entire integrated company.

It is crucial that the CEO and top managers are able spend at minimum 90 percent of their time focused in the core areas and not be distracted by integration activities. A good way to do that is to appoint an experienced leader to head the Decision Management Office (IMO), who can triage decisions and www.reising-finanz.de/why-is-ma-integration-increasingly-critical-for-every-company-or-organization/ oversee the work streams. It could be someone from the acquired organization or an emerging star within the newly formed company that has the backing of their boss in making this commitment.

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