Managing My Integration Outcomes Smoothly and Successfully
¹Too many companies are facing the same M&A issues over and over again and failing to learn from others’ mistakes. The failure rate of mergers and acquisition varies between 70 -90%. Executives typically blame that on overpaying or choosing the wrong assets but the reality is that very often its due to poorly executed integration strategy.
If you are struggling to answer any of the following questions let’s have a conversation:
– How should I structure integration workstreams, build a playbook or create a repeatable process that provides guidance for future integration teams?
– How should I think about revenue and cost synergy identification and tracking?
– How do I allocate governance between a steering committee, integration managers and functional leaders? What should my central capability or project manager do? And what does ongoing workflow look like?
– What are the types of areas I should be including in functional workstreams in HR, Finance, IT, Legal, Marketing, Procurement, Sales etc? And what are the types of sample timelines we should be aiming for?
– What kind of talent models can I use to think about tracking and aligning talent from existing and new organizations?
Using My Due Diligence to Set up Integration Strategy
Post-merger goal achievement does not only fail due to poorly executed integration approaches. Poor verification of the investment thesis or poor identification of potential risk / corresponding mitigation strategies can destroy the best intentions of the integration team … but better connecting due diligence to integration strategy can help to avoid this.
If you are struggling to answer any of the following questions let’s have a conversation:
– What are the types of due diligence objectives I should be setting or expecting from HR, Finance, IT, Legal, Marketing, Procurement, Sales etc?
– What should my high level due diligence playbook look like? And what should a high level timeline potentially look like?
– What should I be focusing my customer interview process on (this varies based on the type of strategic acquisition rationale)?
Managing My Integration Outcomes Smoothly and Successfully
Too many companies are facing the same M&A issues over and over again and failing to learn from others’ mistakes. The failure rate of mergers and acquisition varies between 70 -90% (depending on the study). Executives typically blame that on overpaying or choosing the wrong assets but the reality is that very often its due to poorly executed integration strategy.
If you are struggling to answer any of the following questions let’s have a conversation:
– How should I structure integration workstreams, build a playbook or create a repeatable process that provides guidance for future integration teams?
– How should I think about revenue and cost synergy identification and tracking?
– How do I allocate governance between a steering committee, integration managers and functional leaders?
– What should my central integration capability or project manager do? And what does ongoing workflow look like?
– What are the types of areas I should be including in functional workstreams in HR, Finance, IT, Legal, Marketing, Procurement, Sales etc? And what should be the types of sample timelines we should be aiming for?
– What kind of talent models can I use to think about tracking and aligning talent from existing and new organizations?
Using My Due Diligence to Set up Integration Strategy
Post-merger goal achievement does not only fail due to poorly executed integration approaches. Poor verification of the investment thesis or poor identification of potential risk / corresponding mitigation strategies can destroy the best intentions of any integration team … but better connecting due diligence to integration strategy can help to avoid this.
If you are struggling to answer any of the following questions let’s have a conversation:
– What are the types of due diligence objectives I should be setting or expecting from HR, Finance, IT, Legal, Marketing, Procurement, Sales etc?
– What should my high level due diligence playbook look like? And what should a high level timeline potentially look like?
– What should I be focusing my customer interview process on (this varies based on the type of strategic acquisition rationale)?
What Help Do You Need?
These are examples of challenges being faced by your peers. If you need help on them or other growth or strategy questions, don’t just add it to the to-do list. Learn more with no-obligations …
What Help Do You Need?
The topics above are examples of challenges being faced by your peers. If you need help on them or other questions, don’t just add it your to-list. Get in touch with no obligations …
Why Trust
Corporate Excellence?
- ~ 10 Years of Executive Committee leadership at NYSE and LSE listed companies
- ~ 20 Years of P&L leadership roles primarily as GM or COO
- Over $4.3bn of exit & over $1bn of acquisition experience
- Built out central Mergers & Acquisition and integration capability (including playbooks)
- Led multiple post-merger integration and alignment projects
- Experience of and success in both high growth and turnaround situations in the $30m - $1bn space
Why Trust
Corporate Excellence?
- ~ 10 Years of Executive Committee leadership at NYSE and LSE listed companies
- ~ 20 Years of P&L leadership roles as GM, COO or Head of Strategy
- Over $4.3bn of exit & over $1bn of acquisition experience
- Built out central Mergers & Acquisition and integration capability (including playbooks)
- Led multiple post-merger integration and alignment projects
- Experience of and success in both high growth and turnaround situations in the $30m - $1bn space