PMI by Department

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  • #58284
    Sean Mullin
    Participant

    Has anyone found any particular areas of the company(ies) to struggle with post merger integration vs. those that excel (example: IT and operations seem to struggle where finance did not). Why and what drove the end result – departmental culture, complexity, IMO leads, etc.?

    #58310
    Ian Smith
    Participant

    I see a lot of success story’s coming from seasoned acquirer’s – it is rare that everything goes to plan when it is a first for the buyer or seller or both.
    A lot of the time it is culture, protection of ego, hubris and fear of change that affects adversely the success of a merger. Things get left behind too during DD due to lack of expertise.
    This can be a factor too when people who have done many mergers or mistake scale to be the same as complexity and get complacent.

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