A successful cross border integration start with due diligence which then feeds into the integration strategy and execution. In general, in order of importance the key activities include the regulatory/legal due diligence and risk mitigation, independent financial due diligence and integration necessary for the closing/reconciliation processes, go to market strategy validation and implementation, and HR/cultural assessment and gap remediation. Once those four pillars are analyzed and addressed, then the other workstreams can fall into place.
With our being a US based company and acquiring an Australian company a few years back, from my experience the key activities in the cross-boarding acquisition integration were financial, legal, and cultural. An understanding of the local factors that can impact taxes, legal structure and customer relations was key. Leadership had involvement early on in discussing political impacts, processes and business practices, operating infrastructures and determining how to manage cultural differences successfully. Strong leadership and open communication among teams can make all the difference between the different challenge that a cross-boarder acquisition can have.
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