How to balance the day-to-day business with PMI in a smaller company?
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The balance between ‘business as usual’ and post-merger integration is clearly essential for the success of the combined business. As the financial leader of a larger company with significant resources, this balance would seem much more manageable than for the financial leader of a smaller company. What are some recommendations for ensuring this balance for the financial leader of the smaller company?
Hi Peter – I am not in finance, but I do have some thoughts on the subject…While larger companies may have more resources to allocate toward integration efforts, smaller companies can still achieve a successful outcome by having a plan that aligns to the M&A strategy, having flawless execution, and focusing on key areas. Having dedicated functional resources with solid project management skills would likely yield fruitful effects.
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