M&A Integration Processes and Issues

A cardinal rule in M&A is to avoid destroying value, therefore you need to take the time to design your processes and plan for when things go wrong. I’ve noticed www.reising-finanz.de/so-waehlen-sie-den-besten-versicherungsberater-mit-bedacht-aus/ that the most common problems are related to people – how they respond to change and how they resist it, and what they do if things don’t go according to plan.

One of the key things we do for clients is helping them set up a procedure which allows them to spot possible issues early and react quickly to them. It could be that, for instance, holding a weekly meeting where the IMO and functional work streams evaluate their progress against the plan and raise concerns and risks to SteerCo.

Once the procedure for tackling problems is established It’s essential to focus on the execution. This means that the team knows what it’s required to achieve, how that will be measured, and when. It also means clearly stating accountability (i.e. the ownership of end results) and decision-making authority for the entire company.

It is vital that the CEO and senior managers can devote at least 90 percent of their time focused on their core tasks and not be distracted by integration activities. One way to accomplish this is to choose an effective leader to lead the Decision Management Office (IMO) which will help triage the decisions and oversee the work streams. This person may be from the company that is acquiring it or be a rising star within the newly formed organization with the support of their boss.