Inadequate post-deal integration practices are the primary reason for M&A failure. DealRoom assists companies to avoid common pitfalls and maximize the value of their M&A deals by helping them through the post-acquisition integration process.
Focus, sequencing, pace and the concentration of post-deal integration should all be tailored to the objectives and sources that substantiated the deal. It may seem obvious, but many businesses rely on generic best practices and off-the shelf plans that concentrate too much on processes and ignore the unique aspects of their deal.
One company, for instance, recognized that R&D was a significant source of value. However, as the core product of the acquired company was in development, they decided to focus on growing instead making use of the capabilities and sales channels of the new company in a strategic way. They would then reconsider their decision to fully integrate R&D in the long run.
One of the most important methods used in successful mergers is to provide line managers with responsibility for capturing revenue and cost synergies. This ensures that line leaders have the right incentives and responsibilities for directing tactical execution. It helps to track the progress toward goals in real-time. We’ve observed that it’s helpful to create the capacity for short meetings that are iterative, with clear targets and deadlines, so teams can align their goals and focus as they progress through PMI cycles.
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