A fundamental rule in M&A is to make sure that you don’t devalue value, therefore you need to take the time to build your processes and plan for the eventuality that something goes wrong. I’ve observed that the most frequently-repeated issues are people-related – how they react to change or change, how they resist it, and what they do when things don’t go according to plan.

One of the primary tasks we provide to our clients is to help them set an approach that will allow them to identify potential issues early and react quickly to them. This could be that, for instance, holding a weekly meeting during which the IMO and functional work streams examine the progress made against the plan and escalate risks and issues to the SteerCo.

After the process for addressing issues has been established, it is important to concentrate on implementation. This means ensuring that everyone knows what they’re expected to accomplish, how that will be measured, and when. It also means clearly stating accountability (i.e., ownership of end results) and decision-making authority for the entire integrated company.

It’s essential to ensure that the CEO and upper management are able to spend at 90% of their time focusing on core business concerns and not get distracted by integration activities. It is a good idea to appoint an executive who will manage the Decision Management Office and coordinate work streams. This person may be from the acquiring https://reising-finanz.de/finanzversicherung/ company or be a rising star in the merged organization who has the support of their boss.