Post-deal M&A Management
The Challenge
When the deal is signed, there is a shared sense of accomplishment, a cause for celebration. However, there is a catch: in truth, little is really accomplished at this point. In fact, the hard work has yet to take place.
Research findings about M&A have been remarkably consistent over the past decades: acquisitions fail to deliver value in a stunning number of cases. The reasons are well documented. They mostly fall in two categories:
• The rationale for the acquisition is either weak or not explicit enough
• The integration work is underestimated on all counts: workload, time, cost…etc.InSYNC can help you make acquisitions a success.
Our Business Solutions
We have a three steps process: Align, Plan, Execute.
Align. We make explicit how the acquisition fits into your organization’s strategy. We then deduce where the integration degree lies between full merger of the acquired entity and its full autonomy. We write an integration charter and kick-off the integration work.
Plan. We design a full detailed integration plan, addressing all departments of the organization, all themes of integration and their interdependencies. In a typical merger, the list includes: legal, operations, marketing, accounting, finance, human resources, industrial-labor relations, external communication, real-estate, information systems. This is a master plan that will drive the entire integration process.
Execute. We manage the plan. To that effect, we coordinate the C-suite of your organization and put together all the related management tools, including governance, risk, and communication management… etc.
Example :
InSYNC has post-deal integration references in a wide-range of industries including IT, Insurance, Food, and Hotel.
In the hotel industry, we helped leading European economy hotel chain Hotel B&B successfully double its size through external growth.
Check below for a testimonial from its CEO.
