A fundamental rule in M&A is to not destroy value, therefore you need to take the time to develop your processes and plan for the event that something goes wrong. I’ve found that the most prevalent problems https://reising-finanz.de/so-waehlen-sie-den-besten-versicherungsberater-mit-bedacht-aus/ are relating to people – how they react to changes and how they react to it, and what they do when things don’t go according to plan.
One of the main services we offer our clients is to assist them in setting up a procedure that allows them to spot potential issues early and respond to them quickly. This could mean that, for instance, holding a weekly meeting where the IMO and functional work streams examine progress against the plan, and escalate risks and issues to SteerCo.
After the process of addressing issues is established, it is important to focus on implementation. It’s essential to ensure that everyone in the team knows what they are expected to do and how they will be evaluated, and when. It’s also important to clearly define accountability (i.e. ownership of the final outcome) and decision making authority across the entire integrated business.
It is crucial that the CEO and senior managers are able to spend at least 90 percent of their time focusing in the core areas and not be distracted by integration tasks. One method to achieve this is to choose a strong leader to lead the Decision Management Office (IMO) which will help triage the decisions and coordinate the work streams. This person could be from the acquired company or be a rising star in the newly formed organization with the backing of their boss.
