M& A Integration

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  • #68488

    M&A integrations can often be extremely complicated due to the level of interdependencies throughout the entire organization. What are the key tasks that need to be done to ensure the synergy benefits are realized? How should tasks be prioritized for optimal value delivery?

    #68542
    Will Glenn
    Participant

    One of my favorite sayings to use throughout an integration process is “If everything is a priority, nothing is a priority.” Many integration teams will want every project to work in tandem to complete the implementation in the shortest time to start growing the business. This thought process brings in inherent risk to the overall programs success due to overlooking many of the interdependencies throughout these projects. Tasks should be prioritized based on critical path items and “nice-to-haves.” The goal of the integration team is to align with all parties on the critical path projects to complete, which will ensure business continuity is maintained and there will not be any “re-work” on the back-end.

    #69128
    Chris Cioffi
    Participant

    A consultant’s favorite answer, “it depends.” Industry, size, executive strategy and goals will all dictate what needs to get accomplished to make the integration successful. With that being said, establishing proper governance will shine light on the path forward. We consistently utilize a solution architecture group who acts as an intermediary between the project management group and the many functional workstreams that they oversee to bubble up high-priority risks and issue and address the simpler items to keep the team directed towards the most important tasks on the integration project plan.

    #69974
    Mike Truong
    Participant

    The key tasks to realize synergies is dependent on the deal rationale. The deal rationale will articulate the revenue and cost synergies to be realized, which should then be delegated to the respective functions and/or business units to realize. The IMO can help track and manage the synergies, but will not directly own the outcomes of targeted synergies, since it is a temporary governance structure. However, the IMO can and should help identify, track, and manage interdependencies that are identified by functions and BUs that may be required for execution; conflicting interdependencies can then be managed through the IMO escalation/approval process (e.g. SteerCo).

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