I absolutely advocate for a dedicated team, but I would also advocate for external collaboration (external resources) as part of it, versus having this team be composed fully of internal resources. Each M&A has its unique challenges, and even though having past knowledge of challenges and successful efforts is key, so is having a fresh pair of expert eyes helping a company plan and execute all PMI efforts. In my experience, using internal resources only can be detrimental to agility, creativity and flexibility.
I believe all companies should have a dedicated in pre and post M&A Process, especially for the post M&A. It will be the integration team in hrd, business process. It will create the synergy and implement the pre strategy M&A.
It is best to have an in house teams in pre and post-merger if there is an occasional deal in M&A. Especially if the deals are in the same industry over and over. The best teams may have knowledge and expertise in the industry as deals among other industry may differ. It will also reduce the cost to hire an external advisor.
Certainly yes. The dedicated team is priceless pre/post merger especially when staffed properly with knowledgeable, credentialed, agile resources. This team of resources if organized appropriately and governed properly will be positioned to save the organization time and revenue. Many newly merged entities rely heavily on external consultants that must ramp up on the organizations culture, processes, politics – this immediately creates a frontier between the internal and external teams. A strong team that is dedicated for the first 24 months to the merger possesses tremendous knowledge post integration and should be well positioned for succession opportunities as they arise.
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