Is your PMI process global or local?

This topic contains 7 replies, has 8 voices, and was last updated by  Gregory Weisser 2 months ago.

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  • #114533

    MaryBeth Gallagher
    Participant

    When you run an IMO and PMI team, do you use the same process regardless of the location of the target company/country where the merger will take place? Or do you have local PMI processes? Or do you have one global process with the flexibility that regions then adapt to their local employees, regulations, laws, tax benefits, etc? Thank you.

    #114571

    Clark Murphy
    Participant

    I work for a team that does acquisitions here in the United States. And we have a pretty good PMI team! I will say this, we work in many states, which has different state regulation for what we do. We even have someone on our team who specializes in that. TypicalLy, if we do a transaction in a new state, that’s person responsibility is to find out what needs to be done in that state in order to finish that transaction. Typically, the transaction time gets extended and takes a little bit longer to finish that first transaction in that state. I would say the same would go for a new country. That transaction is going to take a little while longer as we finalize what needs to be done in order to complete it. What might take a 90 day transaction, might take a year to a year and half from an agreed purchase price to finalizing the transaction as we sort everything out.

    #114808

    Hi, very valid question and my initial thoughts would be that we have a set of global processes and tools that can be utilized by the local teams and will be adapted by them to the specific situation. We are a global corporate but with a quite decentralized approach to running the business which I think is generally good in terms of cultural awareness as the people driving projects tend to be close to the transactions/integrations.

    #115283

    Luka Mladinov
    Participant

    I worked in 2 Big 4 consulting companies. We had global processes, templates and tools for Transaction Advisory Services. Mostly we used internal M&A Playbook, internal templates (Charter, Risk Register, etc.). We had an internal knowledge base with all templates, examples, processes, etc. We took what we need and adjusted for specific client (depending on industry, project size, complexity, et.c). Sometimes, when requested by the client, we had to use cent’s tools and templates.

    #115437


    Participant

    It may be useful to make use of redundant but key personnel from both sides in the PMI team, but also leverage internal expertise the company has built up over the course of multiple transactions. In this way. the company can build PMI competence locally via cross-training. If such internal resources are not available, external PMI consultants can be used.

    #115712


    Participant

    I work for the IMO at our company and run processes and governance. We have a global best practice process and based on Region/Country needs we manipulate that process to include exceptions. Each time we encounter a new process we integrate that into the global process to achieve the true global standard.

    #115823

    Ian
    Participant

    Hi

    In my experience having a global set of tools and processes can support value creation…a global playbook can provide the approach that if done well will get sharper and more effective the more it is used..one part of this is limiting the chances of making the same mistake twice in different territories. However, I think it is equally important to accept that there will be differences that shouldn’t be squeezed into the global model/framework, identifying these early and not overthinking them is the approach that I aim to follow…but not always successfully. If nothing else a global playbook can provide best practice, provide guard-rails to learn from mistakes and ultimately provide value by acting as an accelerator.

    Many thanks

    #115901

    Gregory Weisser
    Participant

    I have worked on the finance site of integrations including the whole value chain in the finance ecosystem. The process was basically global with run integrations top down. As we did PMI in-house instead of brining in consultants the whole initiatives have been managed from a dedicated team in the headquarter, but with the support of target’s personell in the relevant country/entity.

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