M&A Integration Processes and Issues

In M&A It is essential to ensure that you don’t devalue the value of the deal. It is therefore essential to make time to plan and develop your processes. From my experience, the most frequent issues are related to people – how they react to change and their reluctance to change and their reaction when something doesn’t work the way they expected.

One of the primary things we do for our clients is to assist them in setting up a process that will allow them to identify potential issues early on and then respond quickly. This could be for instance, having a weekly meeting in which the IMO and functional work streams evaluate their progress against the plan and escalate issues and risks to the SteerCo.

After the process for solving issues has been established, it’s crucial to focus on implementation. It’s important to make sure that the team understands what is expected of them, how they will be evaluated, and how often. It also includes clearly defining accountability (i.e. ownership of the final results) and decision making authority for the whole integrated business.

It is crucial to ensure that the CEO as well as senior management can devote at minimum 90 percent of their time on core business concerns and avoid getting distracted by integration activities. It’s a good idea to appoint a leader who can manage the Decision Management Office and coordinate work streams. This person could be from the company that is acquiring it or be a rising star within the newly merged company who has the backing of their boss.


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