[Alison Wills]

What is the most difficult challenge you have faced when attempting to integrate an acquisition and how di you overcome it?

[Necole Ezell]

The most difficult of challenges I have faced during an integration is related to resources. We were able to overcome this challenges by developing an enhanced capacity model and engaging resource managers earlier in the process in an effort to identify required resources by area.

[Ievgen Sheliekhov]

Hi. For me it is usually cultural clash. It may be very challanging to introduce at the targets the practices and procedures implemented in your company.

[Jigar Shah]

While staffing is one of the critical challenge for integration execution. I would say striking a balance between the Capex and level of transformation / rationalization you would want to achieve with the integration is one of the most complex element of integration in my view.

[Charles Pederson]

Resources was the biggest challenge for me. Not only having enough resources, but their priorities and experience has really been a big challenge.

[Sven Iten]

One of the hardest challenges I faced during an integration was the unexpected loss of key employees shortly after closing. Their departure created knowledge gaps and slowed down several critical workstreams.

[Fredie_Reyes]

One of the most difficult challenges I have seen was the roll out an ERP system during integration. The implementation did not succeed which also contributed to overall failure of the acquisition.
I think one of the reasons was it was not the appropriate timing. Implementing a new ERP system is in itself very complicated. To do it during the most sensitive phase of M&A could result in going off-the-rails because of too much distraction and loss of focus.

[Mike]

The biggest integration challenge I experienced was related to cultural integration of the acquired commercial sales team. Their selling practices were not aligned with our standards and the acquire commercial team was extremely resistant to change and conform to our more transparent sales reporting requirements. We developed an integration plan that segregated the acquired sales force in a faux business unit with our oversight until we could thoroughly assess the sales representatives individually and gauge their cultural fit. It was a slow (~2 year) integration process for the sales team but ensured we retained our high standards conforming to regulatory and government reporting requirements.

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