December 2, 2019 at 12:52 am #101134
The lack of a formal integration strategy often leads to inconsistencies in communication and lack of transparency. As a result, I have in the past, found myself chasing information in order to make informed decisions, and also driving strategic discussions with senior leaders to reach decisions that should have been made months ago. I am wondering what strategies M&A specialists have used to more efficiently execute integration efforts when little guidance or transparency is provided.December 4, 2019 at 6:08 pm #101329
Typically a seasoned professional has a collection of fact finding questions that should hopefully lead to historical SOP’s and documentation that may be useful in shedding light on the unanswered questions, in addition to other resources that may have a sense how things were done. In the absence of a historical connection you must create new strategies and attempt to implement with support from peers and others as co-conspirators with a shared vision and goal.January 20, 2020 at 12:37 am #104841
Assuming that for some reason that defining a formal strategy is not possible, I would offer that you utilize a “checklist” containing the artifacts and information you require and socialize the checklist with the entire team and applicable stakeholders. The checklist should contain every document type, every piece of information, every decision and essentially anything and everything that you have ever and could ever need as part of integration. Organize the checklist in something of an ideal order of and even if delivery of items listed may be performed in parallel. When annotating the artifacts/information required for a particular due diligence project, do so involving and collaborating with key stakeholders and team members to create the feel of defining the needed items together. Defining requirements together helps to create a feeling of ownership and feelings of a jointly requirements. If done properly, your checklist of artifacts and info (not activities as this is not a project schedule) will in fact create something of a formal process to be followed and that may well suffice for lack of a perceived formal strategy.
At the same time, you should come to the table with templates and formats that may be used and are certain to meet your objectives. I’d also offer that when discussing and setting checklist requirement that you be willing to accept deliverables in their format is they meet your needs.
Hope this helps. If anything isn’t clear, I’d be happy to elaborate or even have a discussion.
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