What are strengths and weaknesses of your company’s M&A PMI practices?
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I work for a Fortune 100 company with an established corporate M&A team for due diligence, and a broader team focused on integration planning – including the business units.
I’ve been told by leaders coming into our company that they were pleasantly surprised with the number of resources & established process related to M&A projects.
What is your experience with your company’s approach to M&A?
Our company historically hasn’t been known for doing many acquisitions and not doing a great job with integration. In the past several years we have been focusing on more acquisitions, so our company created a corporate development team. Within that team there are people focused on sourcing targets and others focused on integration. We have individuals from functional groups that assist with the deep dive into due diligence and integration. We have noticed that this is challenging because these team members are trying to do the DD and integration activities beyond their current roles. It has proven to be difficult to get the acquisition tasks prioritized. I am hopeful for the future that we can designated leaders from each function that are focused on M&A activities.
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