A fundamental rule in M&A is to not destroy value, which is why you need to take the time https://reising-finanz.de/ to develop your processes and plan carefully for when things go wrong. I’ve observed that the most frequently-repeated issues are people-related – how they respond to change and how they react to it, and what they do when things don’t go as planned.

We assist our clients to set up an effective system that allows them to spot potential issues early and react quickly. This can be accomplished by having an annual IMO meeting as well as functional work streams to review progress and escalate issues or risks to the SteerCo.

After the process for addressing issues is established, it’s vital to focus on the implementation. It is crucial to ensure that the team members know what is expected of them and how they’ll be evaluated and when. It also means clearly stating accountability (i.e. taking ownership of end results) and decision-making authority for the entire company.

It is essential that the CEO and top managers are able to spend at least 90 percent of their time focused on core matters and not be distracted by integration activities. One method to achieve this is to choose an effective leader to lead the Decision Management Office (IMO), who can triage decisions and manage the work streams. This person may be from the acquiring company or be a rising star within the newly formed organization with the backing of their boss.

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