A robust decision-making process is needed to make decisions to coordinate work streams and set the tone for a fully integrated company. This should be managed by a highly skilled individual with excellent leadership and process expertise. Perhaps a rising star within the new organization, or a former executive from one of the acquired companies. The person chosen for this position should be able and willing to commit 90 percent of their time to the task.
Lack of communication and coordination could delay the integration and rob the combined entity of accelerating financial results. Markets are expecting the first signs of value capture. Employees could consider a delay to be an indication that the company is in trouble.
In the meantime, the core business must remain a priority. Many acquisitions can bring revenue synergies that require coordination among business units. For instance, a long-standing consumer products company who was restricted to only a few distribution channels may merge with or purchase a company with different channels in order to gain access to new customer segments.
Another danger is that a merger may take up too much of the attention and energy of a business that can divert managers away from the business. The company is harmed. A merger or acquisition may not be able to address the culture issues that are essential to employee engagement. This can cause issues with retention of talent and finanzversicherung the loss of customers who are important to you.
To minimize these risks, clearly articulate the non-financial and financial results that are expected from the transaction and when. Then, parcel out these goals to the different taskforces involved in the integration process to ensure that they are able to achieve their goals and ensure that one company is integrated on time.
