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M&A Integration Processes and Issues

A fundamental rule in M&A is to avoid destroying value, therefore you need to spend the time to create your processes and plan for the eventuality that something goes wrong. In my experience, the most frequently encountered issues revolve 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 was planned.

We help our clients set up an effective system that allows them to spot issues early and respond quickly. This can be accomplished by having an annual IMO meeting and functional work streams to review progress and escalate issues or risks to the SteerCo.

After the process of addressing issues is established, it is important to focus on the implementation. It’s crucial to ensure that everyone in the team knows what they are expected visit here to do and how they’ll be evaluated, and how often. It also includes clearly defining accountability (i.e. ownership of the final results) and the decision-making authority across the entire integrated business.

It’s essential to ensure that the CEO and senior management can spend at minimum 90 percent of their time on core business matters and avoid being distracted by integration tasks. It’s an ideal idea to select one person to head the Decision Management Office and coordinate work streams. This person could be from the acquiring organization, or it can be a rising star within the newly merged company that has the backing of their boss to fulfill this commitment.