A fundamental rule in M&A is to ensure that you don’t destroy value, which is why you need to take the time to build your processes and plan for the eventuality that something goes wrong. I’ve discovered that the most common issues are people-related – how they react to changes or change, how they resist it, and what they do if things don’t go as planned.
One of the key things we do for clients is helping them set an approach that allows them to recognize potential issues early and react quickly to them. This can be accomplished by having weekly IMO meeting and working streams to monitor progress and escalate issues and risks to the SteerCo.
Once the method for tackling problems is established It’s essential to focus on execution. It’s important to make sure that everyone knows what they’re expected to do and how they will be evaluated, and the time frame for when. It also includes clearly defining accountability (i.e. ownership of the final outcome) and decision-making authority across the entire integrated business.
It is vital that the CEO and top managers are able to spend at least 90 percent of their time focused in the core areas and not be distracted by integration activities. One method to achieve this is to choose an effective leader to lead the Decision Management Office (IMO) that can make decisions and oversee the work streams. This person may be from the company that is acquiring it or be a rising star within the newly www.reising-finanz.de/finanzversicherung/ formed organization with the support of their boss.