[Kohei]

I have managed M&A projects in my company, and although we have been successfully closed deals in many cases, we have not been able to achieve the target we set before deals. I would like to know if there is anyone who could really integrate the business of targets very well, which allowed your company to realize more synergies than planned in the business plan before deals.

[Frederik DW]

Achieving the targets will largely depend on:

– how ‘realistic’ the targets are
– the integration efforts required to achieve the targets.

What worked well was a compelling dashboard clearly stating the top 3 key synergy targets / KPI’s to have everyone aligned on the goals.

[Bernardo Lima]

In some cases the team which is responsible for estimating the synergies is not the same team who is responsible for capturing the estimated synergies.

[Ziad Debbas]

For larger transactions, i strongly recommend to involve a specialist consulting firm to support PMI to rapidly help the company capture merger synergies. Ideally the consultant should have been involved in the Due Diligence process, particularly on operational, HR and commercial aspects and help measure the value of synergies. Structuring the consultants’ fees largely as a % of the value created of those synergies within a reasonable time frame helps align interest and drive results.

[Author]

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