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Post Merger Integration

Maximize the Deal Value

Post-Merger Integration

PMI are complex and high stakes situations, with each deal presenting its unique challenges. Yet, all successful integration starts with Strategic Alignment and Comprehensive Planning, and a well-executed PMI will unlock and realize the merger value for the new formed entity

Day Zero: From the announcement of the merger, Four imperatives must guide executives’ decisions and immediate actions

  • 1 Protect existing revenue
  • 2 Capture synergies and value creation
  • 3 Build the new company organization, culture and process
  • 4 Go beyond the integration for lasting transformation

Executing: all successful integrations start with careful Strategic Alignment and Comprehensive Planning

Strategic Alignment: Set Clear And Detailed Strategic Ambitions

  • (Re)State the core reasons behind the merger — whether it’s market expansion, acquiring new technologies, economies of scale, etc.…
  • Articulate the expected value unlocked by the merger, itemize by value creation opportunity and commit executives
  • Align the integration with the strategic objectives of the merger

Comprehensive Planning: Drive Efficient And Slick Execution

  • Define the target structure and appoint the integration team
  • Develop an integration plan that covers all aspects — cultural, commercial, operational, financial, and technological
  • Adapt and update the integration plan regularly as the integration progresses
  • Implement and monitor value creation initiatives

Focus: in laying out the plan, focus on 3 critical success factors. Integration governance, assignment of responsibilities and monitoring of value creation

Integration Governance

  • The integration governance must capture all the dimensions to be tackled yet be nimble enough to react quickly to changes in the eco-system
  • The integration governance must be connected to the top of the organization but be capable of operating without disrupting the on-going existing business
  • The integration governance must be ‘tiered’ to address decisions and issues at the right level and maintain efficiency

Assignment of Responsibilities

  • Appointment of tier 1 executives in the new formed entity must be done within the first 2 weeks
  • Roles and responsibilities must be clearly articulated and shared to ensure the business is protected while effectively managing the integration process
  • Strategic and quantitative objectives must be communicated to executives and incentives models adapted accordingly

Monitoring of Value Creation

  • Value creation monitoring must be established as a dedicated process
  • Objectives, initiatives, timetables must be documented, measured and reevaluated all along the integration process
  • Value creation is to be considered on several time horizons, from ‘Day 1’ to ‘Day 2’ and ‘Day3’

How we can help

  • Post Merger Integration Program

    Design and implement full post merger program from strategic alignment to lasting transformation into a new company

  • Synergies and Value Creation Focus

    Identify, drive and monitor post mergers synergies and value creation initiatives

  • Organization and Execution

    Set Integration Management Office to orchestrate Post Merger effort