Noticias

A cardinal rule in M&A is to not destroy value, so you have to spend the time to design your processes and plan carefully for the event that something goes wrong. I’ve found that the most frequently-repeated issues are people-related – how they react to changes or change, how they resist it and what they do if things don’t go as planned.

We help our clients set up an organization that allows them to spot potential issues early and react quickly. This can be done by holding an annual IMO meeting as well as functional work streams to evaluate the progress of the process and escalate issues and risks to the SteerCo.

After the process for addressing issues is established, it’s vital to focus on implementation. That means making sure the team understands what it’s required to achieve and how it will be evaluated, and when. It’s also important to clearly define accountability (i.e. ownership of the final outcome) and the authority to make decisions for the entire integrated business.

It is vital to ensure that the CEO and top management are reising-finanz.de able to spend at minimum 90 percent of their time on core business concerns and avoid getting distracted by integration activities. A good way to do this is to designate an effective leader to lead the Decision Management Office (IMO) who will be able to triage decisions and oversee the work flow. This person could be from the company that is acquiring it or be a rising star within the newly merged company who has the support of their boss.