- This topic has 3 replies, 4 voices, and was last updated 4 months, 1 week ago by
.
-
Posts
-
Who should own a post-merger integration capability? Should it belong in the Strategy & Corporate Development function, as an execution arm to realize the strategy? A strategic initiatives group that executes on enterprise initiatives? Or somewhere else?
In my opinion each divisional leader should own post merger integration capability. Strategy and overall plan are developed and drive by corporate leader. It is up to each group/team to execute post merger.
There should be a dedicated owner that is responsible for handling integration as a program. They should work with each area (HR, sales, finance, etc) to ensure appropriate results and progress. The accountability ultimately for the success of realizing the synergies/value should be at the Board level!
The ownership of a post-merger integration (PMI) capability can vary, but there are a few common options:
Strategy & Corporate Development: This function can own PMI as an execution arm to realize the strategic objectives of the merger.
Strategic Initiatives Group: A dedicated group responsible for executing enterprise-wide initiatives, including PMI, can work closely with the Strategy & Corporate Development team.
Integration Office/PMO: Establishing a dedicated office or PMO can oversee all integration activities, coordinate teams, and ensure alignment with the overall strategy.
Business Unit/Functional Ownership: PMI capability may reside within the impacted business units or functional areas, ensuring direct involvement and accountability.
- You must be logged in to reply to this topic.
