M&A Integration Processes and Issues

In M&A, it is important to not devalue the worth of the deal. You must therefore take time to plan and create your process. My experience has shown that the most common problems are around people, how they respond to change and their reluctance to change and how they respond when something doesn’t work as planned.

One of the primary services we offer our clients is to assist them in setting an approach that allows www.reising-finanz.de/so-waehlen-sie-den-besten-versicherungsberater-mit-bedacht-aus/ them to recognize potential issues early and respond to them quickly. This can be done by holding a weekly IMO meeting as well as functional work streams to evaluate the progress of the process and escalate issues and risks to the SteerCo.

Once the procedure for tackling issues is in place It’s crucial to concentrate on the process of execution. It’s essential to ensure that the team members know what is expected of them and how they’ll be evaluated and when. It also requires clearly publishing accountability (i.e. taking ownership of end results) and the authority to make decisions for the entire integrated company.

It is crucial to ensure that the CEO and upper management are able to spend at minimum 90 percent of their time on essential business matters and avoid being distracted by integration tasks. It’s recommended to choose an executive who will manage the Decision Management Office and coordinate work streams. This person may be from the acquired company or be a rising star within the newly merged company who has the backing of their boss.