- This topic has 6 replies, 7 voices, and was last updated 1 week ago by Cristina Girtu.
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June 3, 2024 at 7:47 pm #110757Amy CrawfordParticipant
When working on post-merger integration, what have been your top 3 obstacles and related learning?
June 5, 2024 at 8:08 am #111152LaurentGParticipantLet me start rolling the ball with – maybe – obvious ones:
– communication and change management: are all stakeholders on board on what we’re trying to merge and why? Repeating the communication via different channels for appropriate audiences. Stakeholder map, resistance management, governance and RACI.
– What makes the integrated business specific and unique and how it is different from the acquiring company: what needs to be changed in the global functions to address the specifics of the business being integrated: product families, new customer segment, different distribution, system and data changes…
– Are we missing any impacted function in the game: IT, Sales, Supply Chain and what about Legal, Regulatory, Customs, or other functions specifics to your domain?Looking forward to seeing contributions from others.
June 27, 2024 at 7:27 am #113514OanaParticipant– Lack of integration planning
– Arrogance of acquirer towards the acquiree
– Silo thinkingAugust 9, 2024 at 12:00 am #118764RaQia Randall-BouchardParticipantChange management in the form of setting the right total rewards expectations, frequent retention or “stay” interviews of top talent, and appropriate leader engagement and inclusion.
August 29, 2024 at 11:35 pm #120742Todd HendonParticipantIn a recent integration with an acquired company we ran into several issues the most impactful being:
– No communication as to the nature of the acquisition intention
– lengthy delay in restructuring of management reporting structure
– cancelling the integration project team to turn the tasks over to Run the BusinessWe in the PMO are working to build a better M&A playbook to not repeat these mistakes in the future.
September 22, 2024 at 11:26 pm #124143Jones MaxParticipantIn my experience, the top three obstacles in post-merger integration have been:
Cultural Alignment: Mismatches in company cultures can create friction. Addressing this early with transparent communication helps.
Systems Integration: IT and operational systems can be difficult to merge, delaying synergy realization. Careful planning and phased integration are key.
Employee Retention: Losing key talent during integration can disrupt operations. Offering retention bonuses and involving HR early has been effective in keeping crucial personnel onboard.September 26, 2024 at 10:37 pm #124967Cristina GirtuParticipantDD not completed
Synergies not stimated before the closing
Change Management plan not created -
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