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The principle of M&A is to avoid destroying value, so you have to take the time to build your processes and prepare for the eventuality that something goes wrong. From my experience, the most common problems are around people, how they react to change and their reluctance and their reaction when something doesn’t go as was planned.
One of the most important services we offer our clients is to help them set up a process that will allow them to identify possible issues early and react quickly to them. This could be for instance, having a weekly meeting in which the IMO and functional work streams evaluate progress against the plan, and escalate issues and risks to SteerCo.
After the process for solving issues is established, it’s crucial to focus on the implementation. It’s crucial to ensure that the team members know what they are expected to do and how they will be evaluated, and the time frame for when. It’s also important to clearly define accountability (i.e. ownership of the final outcome) and decision making authority for the entire integrated business.
It is crucial to ensure that the CEO and upper management are able to spend at least 90 percent of their time on core business concerns and avoid getting distracted by integration tasks. It is an ideal idea to select one person to head the Decision Management Office and coordinate work streams. This person may be from the acquired company or be a rising star in the newly formed organization with the support of their boss.
