Examples of Integration Mistakes

Viewing 7 posts - 1 through 7 (of 7 total)
  • Author
    Posts
  • #66487
    Andreas Reger
    Participant

    What are your most atrocious examples of integration mistakes the acquiring company made?

    #67137
    Camille Louhichi
    Participant

    I think one atrocious mistake companies can make is claiming success prematurely. I think most people that work in M&A would know that a deal is long, and unpredictable despite all the planning and due diligence that go in it. Despite knowing that most experts, shareholders and stakeholders are quick to claim a successful deal based often on overestimated synergies.

    #69975
    Mike Truong
    Participant

    Failure to make the TargetCo adhere to anything related to the acquiring company, including corporate name, emails, organizational structure, etc. Failure on every level of “integration”, other than the balance sheet.

    #70749
    Dominic Ng
    Participant

    Post M&A integration only focus on moving tangible assets e.g. Premises and I.T

    Failed to consider non-tangible assets e.g. Employee relationship, Retention of Key persons and Knowledge Management

    #71185
    Ryan Dawkins
    Participant

    Failure to define clear success targets which help guide teams in their decision making and keeping team members focused on what’s most important. Sometimes it may be a lack of metrics and other times you may have too many, competing metrics.

    #71222
    Mia Taney
    Participant

    Agree with all of the comments so far. From my experience I would add that many of the worst integration mistakes come from the employee components of the transaction (noted above as well). A recent example that I observed was a situation where, at the time of close, employees from multiple functions were fired on the spot and let out of the building(s). It was another 24+ hours until any kind of communication from management went out to the broader company. Needless to say, the rumor mill was swirling out of control. The actions of management of the acquiring company led to a great deal of stress and distrust from the get go. Poor communication and rollout on the front end created more work for management in the long run.

    #71288
    Jeff Sewell
    Participant

    Some great comments in this forum. I appreciate the high level of experience in this group! Being a technology integration specialist I tend to see challenges with security and the integration of data. These problems should not be understated as they ABSOLUTELY can affect the overall valuation of the M&A. Some would say “security especially” but data problems can be a massive road block to ultimately achieving the value that is expected by the financial team.

Viewing 7 posts - 1 through 7 (of 7 total)
  • You must be logged in to reply to this topic.

Are you sure you
want to log out?

Book a Demo

Book a Demo

Contact us to discuss your goals and needs!

Contact us to discuss your goals and needs!

Request a Brochure

Request a Brochure

Contact us to discuss your goals and needs!

Contact us to discuss your goals and needs!

In order to become a charterholder you need to complete one of the IMAA programs