M&A Integration Processes and Issues

In M&A it is crucial to avoid damaging the value of the deal. Therefore, you must spend time planning and create your process. I've noticed that the most prevalent problems are related to browse around these guys people - how they respond to change or change, how they resist it, and what they do when things don't go as planned.

One of the key services we offer our clients is helping them set up a system which allows them to spot possible issues early and react quickly to them. This can be done by having a weekly IMO meeting and functional work streams to review progress and escalate issues and risks to SteerCo.

Once the method of solving issues is established, it's vital to focus on implementation. It is crucial to ensure that everyone in the team knows what is expected of them, how they will be evaluated, and the time frame for when. It also includes clearly defining accountability (i.e. ownership of the final outcome) and the authority to make decisions for the whole integrated business.

It is essential that the CEO and top managers are able to spend at least 90% of their time on core matters and not be distracted by integration tasks. A great way to do this is to designate an effective leader to lead the Decision Management Office (IMO) who will be able to triage decisions and oversee the work streams. It could be someone from the acquisition company or a rising star within the newly merged company that has the backing of their boss to fulfill this commitment.