In M&A it is crucial to avoid destroying the value of the deal. It is therefore essential to be patient and plan and establish your processes. I’ve observed that the most common issues are people-related – how they react to change and how they react to it, and what they do when things don’t go according personal property insurance buying guide to plan.
One of the main tasks we provide to our clients is to assist them in setting up a process which allows them to spot potential issues early and address them promptly. That can mean such things as having a weekly meeting during which the IMO and functional work streams examine the progress made against the plan and escalate issues and risks to SteerCo.
When the strategy for dealing with problems is established It’s important to concentrate on execution. This means that the team knows what it’s expected to accomplish, how that will be measured, and by when. It also requires clearly publishing accountability (i.e. the ownership of end results) and decision-making authority for the entire company.
It’s essential to ensure that the CEO as well as senior management can devote at least 90 percent of their time focusing on core business concerns and avoid getting distracted by integration tasks. It’s recommended to choose a leader who can manage the Decision Management Office and coordinate work streams. This person could be from the acquired company or be a rising star within the newly formed organization with the backing of their boss.
