M&A Integration Processes and Issues

In M&A, it is important to avoid damaging the value of the deal. You must therefore make time to plan and create your process. My experience has shown that the most prevalent issues are about people – how they react to changes as well as their resistance to it, and how they react when something doesn’t work the way they expected.

We assist our clients to set up an organization that allows them to spot potential issues early and quickly respond. This can be done by holding a weekly IMO meeting and functional work streams to evaluate progress and escalate issues or risks to SteerCo.

Once the procedure for tackling problems is established It’s crucial to concentrate on the execution. This means ensuring that the team knows what it’s expected to accomplish, how that will be measured, and by when. It also requires clearly publishing accountability (i.e. taking ownership of the final results) and the authority to make decisions for the entire company.

It is vital that the CEO and other senior managers are able to spend at least 90 percent of their time focusing on their core tasks and not be distracted by integration tasks. One way to accomplish that is to appoint a strong leader to lead the Decision Management Office (IMO) that can make decisions and oversee the work flow. This person could be from the acquired organization, or it can be an emerging star within the newly formed company that has the backing of browse around these guys their boss to make this commitment.

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