Timing of IMO Involvement
- This topic has 1 reply, 2 voices, and was last updated 3 days, 6 hours ago by
.
-
Posts
-
In many companies, the IMO is not a structure that always exists. It is typically created with already existing employees at the time of an M&A event. Synergy realization is process that could take years. In many cases, there are dependents that need to happen first (e.g., IT implementation, etc). before executing on a synergy. Therefore, companies may not have the luxury to keep the IMO structure for a long time and most IMO responsibilities are transferred to the business. When is a good time to make this transition? and what recommendations do you have to make this hand over smooth making sure that the long term synergies are achieved?
You’ve raised an important point about the IMO handover. I believe the IMO should transition responsibilities to line management once key integration milestones have been achieved, operations have stabilized and critical risks are addressed. A phased handover is preferable, with clear ownership of outstanding initiatives, established synergy tracking mechanisms and management approval. Importantly, the IMO does not need to remain in place until all synergies are realized, provided the business has the capacity and accountability to deliver the remaining benefits.
- You must be logged in to reply to this topic.