For companies who are or aspire to be “serial acquirers”, how important is to have a dedicated team in the form of an Integration Management Office, and why? What is the difference between a company that uses an IMO team versus one that uses a team of current executives or senior leaders?
That is a very interesting question and one reason why I believe many M&A fail; the integration simply isn’t there and it isn’t there because the right resources are not put in place. Resources can refer to time / money / people etc. I do believe many executives try and fit this in but given their already busy schedules, not sure how you can “fit in” integration.
Thanks Ingrid. I agree, I am just wondering how many companies and what sizes are employing the strategy of dedicated resources like an IMO team. There is some literature recommending it, but I am wondering how many actually follow this advice
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