Post-merger integration
When a merger or acquisition goes right it can
transform a company’s fortunes, but all too often results fall short of
original expectations.
At Corven, we believe this is due to a gap
between the intentions of the merger at the pre-deal phase and the
implementation of the post-merger integration programme. In the public sector,
mergers also often flounder because of confused objectives and conflicting
political agendas.
To overcome these issues, we work with our clients
before and after their merger or acquisition. We understand that a post-merger
transition period represents a series of distinct phases, driven by an
organisations appetite and ability to change, the prioritisation of activities,
the scale and scope of the merger and the level of integration required. As a
result we look to design in partnership with our clients a phased programme
addressing organisational strategy, financial and operational issues in an
integrated way. The anticipated value of the deal can thus be realised as
efficiently as possible, while minimising the associated risks.
Benefits of our approach
Our distinctive approach is based on substantial practical
experience in acquisitions, post-merger integration and corporate finance. It
ensures that:
- The potential gap between intention and integration is bridged
- A programme plan is delivered to ensure the targeted merger benefits are realised
- Alignment is achieved through the process of creating the new management teams, thus maintaining momentum beyond the deal to deliver projected results on time
- Merger opportunities are prioritised to enable the organisation to quickly deliver value through targeting the appropriate change agendas (finance, operations, organisation and culture) within the right timeframes
Familiar client dilemmas we address
- "How do we create an aligned post-merger leadership team?”
- “How do we gain control of financial and operational performance data?”
- “How do we present a consistent face to the customer?”
- “How do we benchmark the ‘best’ process and then roll it out to the organisation?”
- “How do we deliver rapid results to meet shareholder expectations?”
- "How do we prioritise what we do and when we do it?"
- "How do we effectively communicate and engage the organisation through the post-merger period?"
