If you’d like a fresh pair of eyes to look at your post-merger integration and show you how to get maximum value from your teams and IT, contact us for a friendly discussion regarding your particular business needs on 03. With input from stakeholders across your organisation, PMI experts can guide you into a seamless integration – while at the same time helping you to position your company correctly in preparation for future growth. Experts in PMI will be able to look beyond the integration phase and into profitable business outcomes. Accountability becomes more widespread, rather than just focused on one person or team, and you’re able to set achievable delivery stages. Once you have the information to make these critical decisions, a plan will start to form. By taking a full asset inventory and looking at your current hardware and software - and comparing it to what will be needed in future – they can help you to start to plan strategically. This is when it really pays off to have post-merger integration experts come in to scope out your business. These decisions can’t be made in isolation. And this can be tricky if you don’t have all the relevant information at your fingertips. Managing a PMI project also requires a high level of decision making. This is a lot for any one person or team to take on – especially in addition to their normal duties. There also needs to be post-integration support as employees get used to new systems. Planning and project managing the post-merger integration and assigning tasks to teams is extremely time-consuming. Teams should be clear about their duties and responsibilities in order for the integration to achieve its scheduled timescales. In most M&A situations, the transition period needs to be fast and efficient. Anyone taking on the role of managing an integration must prepare themselves for at least several months of intense activity. Stretching your in-house resourcesĪs we’ve said before, post-merger integration is not just another IT project. Which is why it pays to take expert advice from independent experts when it comes to post-merger integration. However at the time, most organisations are working with the resources they have in-house. to turn DK into an independent BU with clear goals and mission to become a valuable asset to owners with positive cash flow Establish the strategy for DK short and long term Ensure effective organizational planning (org. What did respondents to this survey say they would do differently? “Focus on a swifter and phased post-merger integration, better communication, and a more rigorous process to select an integration team.” They also said they’d allocate more budget to the integration. Post-merger integration and transformation incl. Deloitte’s Post-Merger Integration Survey & Report 2015, which focuses on the post-merger integration phase of the merger and acquisition lifecycle, collated the views of 800+ executives. If you’re someone who has been closely involved in an acquisition are you the right person to view your merger with an objective and unbiased pair of eyes?
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