Post-Merger Integration (PMI)

"55 per cent of organisations fail due to integration related challenges, post-merger or acquisition."

The process of combining two or more organizations into a single organization involves several organizational systems, such as assets, people, resources, tasks, and the supporting information technology. Integration Planning is one of the most challenging areas to address pre-close during a merger or acquisition. An old adage compares, the process of mergers and acquisitions, to trying to complete a large puzzle when your right hand and your left hand have never worked together. To put it mildly, mergers and acquisitions revolve around a plethora of moving parts. Further complicating matters is the fact that there are suddenly two companies and additional stakeholders that now need to fairly and seamlessly work and communicate together in order to bring the deal to completion.

M&A integration or PMI is the process of bringing two or more companies together with the aim of maximizing synergies to ensure that the deal lives up to its predicted value. More specifically, problems in mergers and acquisitions often cause deals to fail, or, at the very least, result in the inability to extract true value from deals - no one wants a deal that looks good only on paper or results in a semi-integrated company. With this in mind, post-acquisition merger planning must begin at the beginning of the deal, and best practices, integral team members, and M & A integration plans must be established before the deal closes.

Through our approach, we enable organisations that have come together through an acquisition or merger to realise benefits by developing a target operating model, helping eliminate structural and process redundancies, conducting skill assessment and fitment analysis, recommending and helping implement technology enablers for efficiencies.

How can we help-

Putting the fundamentals of the integration effort in place as early and as quickly as possible

Active communication to rally leadership and staff around new shared vision and strategy

Strong governance processes

Ensure continuity of critical operations and no loss of services during transition-

  • Take advantage of early wins quickly, for instance, cross-selling
  • Rapid migration to the new operating model
  • Focus on the customers and employees

Robust hiring process & monitoring performance

Addressing Overlap / Redundancies

Your Benefits

Alignment amongst leadership team on merger synergy to get expected outcomes

Timely realisation of deal benefits

Increased retention of key talent

Managed risk

Minimal disruption to business / no loss of critical services

Rapid stabilisation and integration

Accurate communications to all stakeholder groups