The principle of M&A is to make sure that you don’t devalue value, which is why you need to take the time to create your processes and plan carefully to deal with the possibility of things going wrong. My experience has shown that the most frequently encountered issues revolve around people, how they react to changes, their resistance to it https://reising-finanz.de/personal-property-insurance-buying-guide/ and their reaction when something doesn’t go as planned.
We assist our clients to set up a system that allows them to identify potential issues early and quickly respond. It could be for instance, having a weekly meeting where the IMO and functional work streams review progress against the plan and escalate issues and risks to the SteerCo.
Once the method for tackling issues is in place It’s important to concentrate on the process of execution. It’s crucial to ensure that everyone in the team knows what they’re expected to do and how they’ll be evaluated, and how often. It also includes clearly defining accountability (i.e. ownership of the final outcome) and the decision-making authority for the entire integrated business.
It is vital that the CEO and top managers can devote at minimum 90% of their time in the core areas and not be distracted by integration tasks. One method to achieve that is to appoint an experienced leader to oversee the Decision Management Office (IMO) who will be able to triage decisions and coordinate the work streams. It could be someone from the acquiring organization, or it can be an emerging star within the merging business that has the backing of their boss who is willing to make this commitment.
