A deal I was recently involved in had significant stretch targets with a fairly large proportion being delivered in year 1, this was a combination of cost out and significant top line growth. A large segment of the growth was acquired as part of the M&A. Due the the necessity of speed to hit these synergy targets there was a real risk of overlooking some of the bigger picture and longer-term strategy. This played out on the key organisational/people considerations and in particular how to align talent with the organisational goals of the short term that were not necessarily the same goals in the longer term strategy.
Have others experienced a mismatch in short term “move at speed” strategies that reduced the overall value creation ion the longer term and how did you overcome it?