Post Merger Integration

Proventis Partners has the solutions to make your Post Merger Integration a real success.

Our PMI-professionals just know exactly what to do and what to avoid in Post Merger Integration. We run a well-controlled (almost military-style) process, involving few, dedicated people with clear authority, hierarchy and timeline. We avoid involving dozens of people part-time, as this may create a lot of transition complexity and information leakage. We create a detailed master integration plan which involves all key functions and a clear merger timetable with milestones. We envision and plan synergies carefully and with realism and we track the implementation with smart and proven tools. But the structural and managerial dimensions of the merger are only half of the truth. A shared culture is a strong need too. The task is to create a feeling of “one firm” or “we together can achieve this”. Quick wins can create a positive spin. Are you thinking of Post Merger Integration? Talk to us, we are happy to engage in a confidential dialogue with you.

Some prominent reasons for the failure of post merger integration projects:

  • The integration is planned too late
  • The integration is incomplete or goes too far
  • Synergy management is poor or not systematic enough
  • The corporate structures are not compatible or not integrable
  • The price for the acquisition was too high (synergies can not compensate for it)
  • Management egos and structural deficits are insurmountable hurdles
  • The acquisition does not have enough strategic logic – employees and customers do not understand what it’s all about

Proventis Partnes has the solutions in PMI projects which help avoiding integration errors and ensure synergies:

  • Understand your objectives with the integration or with the newly merged company
  • Planning the integration already during the Due Diligence phase
  • Participation in carve-out issues (e.g. IT, sites etc.)
  • Bringing experience from numerous PMI and M&A projects to the planning of new processes, structures, and securing the ongoing business
  • Setting priorities (e.g. for customer retention, talent retention, know-how development)
  • Method-based work on synergies until goals are achieved (eg top-line synergies, cost synergies, economies of scale)
  • Creation of the cultural fit and an adequate leadership style
  • Risk monitoring throughout the process

Main principles of PMI projects:

  • Business continuity has the highest priority
  • Implementation of the new strategy and integration comes second
  • Details and Nice to Haves come third