post merger integration что это

Интеграция после слияния

СОДЕРЖАНИЕ

Обзор [ править ]

Пример типичной структуры интеграции состоит из трех уровней: руководящего комитета, офиса управления интеграцией (во главе с менеджером по интеграции) и множества дополнительных групп, организованных по функциям (например, продажи, человеческие ресурсы, финансы и информационные технологии). и т. д.) и / или по бизнес-подразделению, линейке продуктов, процессу или географическому положению. [6]

Во время интеграции после слияния обычно требуется больше общения с сотрудниками, чем во время повседневных операций. [7] К счастью, многие вопросы от сотрудников можно предвидеть. [8]

Достижение успеха на раннем этапе интеграции может помочь укрепить уверенность в сделке и успокоить скептиков. [9]

Общие проблемы, с которыми можно столкнуться во время интеграции после слияния, включают сопротивление изменениям, разделение лояльности, размытые роли и обязанности, нечеткие отношения отчетности, путаницу в общении, ненадежность работы, необычную текучесть кадров и распри. [10]

Организационный жизненный цикл [ править ]

Интеграция вписывается в жизненный цикл организации или конкретный цикл слияний и поглощений, когда компании покупают, интегрируют, а затем избавляются от бизнеса:

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post merger integration

1 post-detection integration

2 conglomerate merger integration

3 merger integration

4 post-deal integration

5 post-detection integration

6 post-merger environment

7 vertical merger integration

8 post-detection integration

9 post-merger discord

10 post-merger discord

11 post-detection integration

12 PMI

13 pmi

14 integration

15 merger

16 graphical integration

17 integration

integration level — уровень интеграции; степень интеграции

integration of safety into the work program — единый комплексный план производства работ и мероприятий по технике безопасности

18 path of integration

19 point-by-point integration

20 skew integration

См. также в других словарях:

Post Merger Integration — von Professor Dr. Gerhard Schewe I. Grundlagen Integrationen im Zuge von Unternehmensakquisitionen und fusionen (Post Merger Integration) finden unter spezifischen Rahmenbedingungen und wechselnden Vorzeichen statt. Nichtsdestoweniger lassen sich … Lexikon der Economics

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Post merger management — is a company restructuring process usually lead by an outside consulting firm. See Post merger integration … Wikipedia

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European integration — European Union This article is part of the series: Politics and government of the European Union … Wikipedia

Strategy+Business — Infobox Newspaper name = Strategy+Business caption = Q1 2008 / Issue 50 cover of Strategy+Business type = Quarterly Business Periodical format = Magazine owners = Booz Company publisher = Booz Company foundation = 1995 editor = chiefeditor =… … Wikipedia

A. T. Kearney — Infobox Company company type = Private company name = A.T. Kearney company company type = Private company slogan = Ideas That Last. foundation = 1926 location = Chicago, United States key people = Paul A. Laudicina, Managing Officer and Chairman… … Wikipedia

PMI — may stand for:* Mathematical induction, a principle of mathematics * Private Medical Insurance, a type of insurance * Peoples Ministry Inc., A Christian ministry in Toronto, Ontario, Canada, that operates Peoples Christian Academy * People s… … Wikipedia

PMI — Cette page d’homonymie répertorie les différents sujets et articles partageant un même nom. Sigles d’une seule lettre Sigles de deux lettres > Sigles de trois lettres Sigles de quatre lettres … Wikipédia en Français

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The Ultimate Guide to Post Merger (M&A) Integration Process

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.

But what happens after the deal has (seemingly) crossed the finish line? And what is post-merger integration?

At DealRoom dozens of companies conduct their PMI projects and in this article we’ll look at the importance of M&A Integration, process, best practices, post merger integration software, and the true post merger integration meaning.

DealRoom is also provide some checklists you can try for free.

But let’s first look at M&A integration definition.

What is M&A Post Merger Integration?

M&A integration or Post-merger integration (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. The same process is sometimes referred to as post acquisition integration.

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.

Who is Responsible for M&A Integration and Other Post Merger Activities?

1. Top Executives & Stakeholders

One of the top post merger success factors is placing value around merger from the top down.

At the commencement of the M&A process, a company’s executives should gather all of the potential stakeholders involved in a deal’s due diligence process — bankers, lawyers, consultants, etc.

And begin communicating from the start about the details of the post-merger integration.

Better yet, each and every communication in the diligence phase during m&a integration should also have an eye on the post deal integration period.

2. Diligence Team Members

Post-merger integration best practices prove that the people doing diligence should become part of the team in order to retain and revise information without redoing work or engaging in redundant tasks.

When using the same individuals for diligence and integration, there is continuity, which is invaluable during the often chaotic time of deal closing and post acquisition integration.

The benefits of this continuity are numerous.

Consider, for instance, the time it would take for the diligence team members to do a full data transfer to the team.

Clearly, even the best intended data hand-offs would end with some gaps and oversights.

Most likely not because they will be under the gun and strapped for time, which, again, will result in gaps of knowledge and oversights.

Consequently, the best, and the most efficient, way of integrating is to have overlap between the diligence and the integration team.

This model also increases the likelihood that the team will maintain its momentum and capture synergies, or “low hanging fruit,” of the deal that are found within the first 120 days, thus making it a key M&A integration strategy.

3. Human Resources

More and more M&A practitioners are understanding the importance of m&a integration planning, but operations (even those at major acquirers) still often miss the mark because the all too important “people” factor can get lost in the shuffle of modern business life.

This misstep can lead to loss of employees and clients during the very critical early days of integration when competitors tend to go after both employees and clients of the target company.

4. A Change Management Expert

HR cannot do it all, however; your acquisition transition plan will not be successful if it doesn’t take into account change management. The first rule related to change management best practices is to make change management its own role.

What is a Post-merger Integration Checklist

A post merger integration checklist (or m&a integration checklist) is a step by step agenda to keep teams on track in preparation for a merger or acquisition. You can also think of the pmi checklist as the backbone for the entire company merging plan, since it will include all departments and personnel, and goes way beyond the typical post merger integration 100 day plan.

The checklist needs to include plans for the following: hiring processes for short and long term needs, redundancies, turnover, employee retention, M&A IT integration, technology, systems merging, tracking employee performance, and more.

It is also important for those in key roles to take a post merger integration questionnaire to help them understand and align goals.

Post-merger integration plan include:

1. Hiring process

2. Overlap/redundancies

3. Technology

4. Employee Performance

This PMI framework can also give you some information

Utilyze M&A Integration Checklist

Click the link below for utilyzing DealRoom templates:

Area Types of Post Merger Integration

Types of Post Merger Integration

There are four typical types of post acquisition integration.

M&A Integration Process Steps

In order to have a successful merger and avoid common risks, a thorough plan has to be in place before the deal closes.

Teams need to create a game plan and M&A integration checklist for the employees, set goals, track progress, and have open communication.

What is Post Merger Integration 100 Day Plan?

An M&A integration 100-day-plan goes along with the traditional approach to integration. It is with the mind set that teams can follow an integration playbook, and that after 100 days, the integration should be at a certain point.

However, many teams are no longer following the traditional methodology of integration playbooks, and are following an Agile strategy methodology instead.

How Long Post Deal Integration Take?

There is no set time frame for how long post deal integration should last.

Every deal is different, therefore, every post deal merger has its own rhythm. It can take months, if not years to fully complete.

However, no matter what type of deal is taking place, planning should begin early, alongside diligence, and before the deal closes.

Post-merger Integration Best Practices and M&A Integrated Solutions

There are many different strategy types, but here are some general post merger integration steps and best practices to follow.

The List of M&A Integration Best Practices

1. Eliminate workload friction by having honest conversations and setting a detailed budget

While having a separate company merger team is not possible for all companies, there are some things smaller corporations can do to make sure the key players have a balanced and manageable workload.

In order for post acquisition tasks to receive the attention they need, honest conversations between workers and Corp-Dev need to be had.

What can actually be accomplished? A

re there day-to-day tasks or projects that can be handed off to other employees while certain people work on merging? In some cases, companies might consider hiring temporary workers and building this into the budget.

The budget needs to be looked at very closely and with realistic eyes.

2. Use Agile- inspired practices & sequencing to

Lack of clear expectations can bring chaos and negative emotions to mergers and acquisitions. Luckily, expectations can be set by prioritizing tasks for the business integration plan, that lead back to the key objective.

More specifically, the power to ask the right questions, at the right time, can be harnessed through daily, or almost daily, sequencing and prioritizing with the target company. This will be scary at first for the target company, and perhaps for you, too, but the benefits are immense.

Most importantly, this style of sequencing keeps the focus on the objective and only the tasks related to that objective; unnecessary work is also eliminated, thus reducing deal fatigue.

Although the target company might initially be weary of the daily contact, they will ultimately reap the benefits of focused practices and experience the mental joy of seeing the list of tasks become smaller and smaller.

Another advantage of sequencing, stemming directly from the above points, is that the increased contact with the target company about priorities will allow critical conversations to come to the floor earlier in the life-cycle of the deal.

Limiting priorities (everything cannot be high priority) allows stakeholders to see the reality of the deal (what will and will not happen in the future) and reduces churn because it becomes clear early on that not everyone will get what he/she wants out of the deal.

Just as individuals react with a wide variety of emotions to shifts in their personal lives, they also follow a pattern of emotional responses to variations in their work lives.

Although models of the change curve use slightly different terms, experts agree when workers are faced with major changes at work, they often travel from denial, to anger, to depression, and then, hopefully, move to stages of acceptance, hope, and commitment.

In simpler terms, when changes are implemented or mergers and acquisitions take place, morale often tanks and workers become preoccupied with fears and doubts and productive work suffers.

Agile can help with this as seen through some post merger integration examples, namely the Disney-Pixar acquisition.

A strong company morale is vital to any PMI framework.

3. Take advantage of M&A tools that can also serve as post merger integration tools

While a tool is never the cure-all for any team’s M&A problems, the right tool and m&a software can speed up the m&a integration process and produce valuable data for teams.

VDRs and project management platforms designed specifically for M&A, such as DealRoom (for deals 50M and greater) and FirmRoom (for deals under the 50M mark) can literally keep all parties, and new coworkers, on the same page. Executives can no longer simply rely on Microsoft Excel when there are more efficient tools and technologies.

In fact, DealRoom’s pmi tools can be used to super-charge your merger needs as it is a process management tool with an overlay for due diligence management. When the buy-side or banks use DealRoom, they see increased collaboration and a massive cut-down of emails.

4. Set up one-on-one interviews with employees from the target company

Successful M&A merging practices don’t overlook the fact that focus on change management, as alluded to above, is a vital part of the M&A integration plan.

5. After approximately 6 months, conduct a climate survey using a post-merger integration questionnaire and present findings to executives

Many stakeholders are fooled into overlooking the power of strong change management and integration practices.

Indeed, sometimes when conducting smaller deals, the buy-side can get away with sloppier methods and disregarding the important leg work related to proper change management.

However, as deals get larger, ignoring change management will certainly lead to post acquisition problems.

The crux of the matter is big deals demand robust change management practices. Experts recommend that around the six month mark, В employees should be given a climate survey. Again, the data collected should be analyzed and the feedback should be delivered in a report to upper level management.

This will allow the company’s leadership to take a look at what is going well and what still needs to be addressed, or worked on further, in order for the integration process to continue to move in the right direction. В

6. And finally, don’t rely too much on those infamous M&A Post Merger Integration “playbooks:”

While there has been a growing desire for deal “playbooks” over the last few years, the notion of playbooks has begun to take on a more negative connotation in industry due to the fact that no two deals are exactly alike.

It is impossible to have a pmi template for every aspect of a deal because all deals involve different people, emotions, products, and risks. Even if your target company looks very similar to a past target company, you must consider that a current deal could be different because you, as the acquiring company, may have changed.

While playbooks are not ideal for the fluctuating/irregular world of M&A, basic game plans and frameworks are relevant. It is both practical and human nature to want to look at past deals and see what may or may not apply to your current deal.

Within this post merger integration framework, you will generally want to know how you will begin the M&A process and who will be involved, but all players need to acknowledge that the exact approach is what everyone will be working together in an Agile manner to uncover.

M&A Integrated Solutions and DealRoom as a Post-Merger Integration Tool

Poor post deal integration practices are the number one cause of pmi failure. DealRoom helps you stay away from common post acquisition mistakes, and increases the chance of a successful post-merger integration.

The platform enables users to plan properly from day one and the very beginning of the diligence process. Teams have access to all the files and data prior to the deal closing, allowing them to spot areas of concern and plan accordingly.

The DealRoom also allows users to set cross-stream dependencies across multiple functions. All deal team members can see the progress of the deal as it unfolds, in real time.

This enables employees in key roles such as managers, department heads, and human resources, to have access to information and updates on a regular basis.

DealRoom also has a PMI plan template for users to download. Ready for a better process that helps maximize deal value? Request our m&a integration software today.

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PMI: Интеграция после слияния

Получение максимальной выгоды от сделки

Maintain momentum in the ongoing businesses.

Maximize and accelerate synergies and value creation.

Build the organization and align the cultures to drive the new company forward.

Use the combined capabilities to advance the company’s competitive position.

More often than not, M&A deals destroy value; more than half of mergers and acquisitions fail or underperform. While the transactions still go through, they never unlock their full potential. That’s because the challenge of PMI—bringing together two organizations, each with its own processes, structure, culture, and management—is profoundly complex.

To succeed, a PMI must achieve four fundamentally different objectives:

In short, PMI is one of the most challenging initiatives that a senior executive will ever undertake.

Our Framework for Post-Merger Integration Success

In the past five years, we’ve helped major multinational companies complete more than 550 mergers and acquisitions. These M&A deals generated 9% more value for our clients, on average, than the average deal, in large part because of our PMI consulting services.

We help our clients succeed by combining deep industry and business strategy knowledge with comprehensive value delivery capabilities and expertise, thus accelerating and maximizing value creation throughout the deal and the PMI process.

Because no two PMIs are alike, it’s hard to develop a formula. But BCG has articulated 12 imperatives for success in a three-phase approach: setting the direction, capturing the value, and building the organization. In the first phase, defining your basic objectives is essential. In the second phase, speed is crucial. And in the final phase, continuous communication ties everything together.

Beyond these imperatives, we support clients by leveraging our proprietary toolkit to help with the hundreds of decisions they face during an integration. We employ these tools to manage the complexity and ensure that every integration captures its intended value:

Finally, BCG doesn’t just help integrate a deal—we also set up our clients for success on their own by providing them with deep knowledge about the PMI process. Our integration academy, a multiday workshop led by our PMI experts, is a hands-on master class that builds on a rich repository of examples and is tailored to address the challenges and objectives of each integration.

Our Client Work on Post-Merger Integration by Industry

PMIs are often treated as a one-size-fits-all process, yet each has its own speed, style, focus, and rhythm. The PMI strategy and process must be tailored to account for those differences. Here are a few examples of BCG’s post-merger integration consulting work with clients on their post-merger integrations:

Energy

A massive deal gave rise to an exceptionally complex PMI. BCG structured and managed the program, created full transparency of costs, developed a synergy baseline, and acted as a data broker between the two companies. The discipline paid off. The merger of giants was completed on time and on budget.

Financial Services

The merger of two large regional banks aimed to create the scale and efficiency to invest in critical capabilities. The design of the new organization was a particularly complex and sensitive challenge. BCG developed objectives and principles to guide the design and then helped define the new operating model. By deal close, the combined organization had strong leadership and was positioned to achieve synergies and build new capabilities.

Our Latest Insights on Post-Merger Integration

The 2021 M&A Report: Mastering the Art of Breaking Up

Many companies are eyeing divestitures in the current environment. Are they likely to create value? What is the best path to success?

A Post-Merger Integration Agenda for Health Care Payers

Payers that take a tailored PMI approach and follow six imperatives for success will be well positioned to achieve the strategic objectives of their M&A.

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How to Shape an Organization’s Culture

Focusing on culture is important for long-term success. Start by defining the culture you aspire to in the combined identity, and then the practical steps you need to achieve it.

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Managing Talent and Culture During a Post-Merger Integration

BCG’s Niamh Dawson discusses how to successfully manage talent and culture during an integration.

Unlocking the Value of Talent in PMI

With a disciplined approach, merging companies can aim higher, achieve more, and realize post-merger synergies faster—and thus fulfill the true promise of integration.

Meet BCG’s Post-Merger Integration Leadership Team

Managing Director & Partner

Managing Director & Senior Partner

Managing Director & Senior Partner, Global Leader, Transaction & Integration Excellence

Managing Director & Senior Partner

Managing Director & Senior Partner

Managing Director & Senior Partner

M&A, Transactions, and PMI Services

BCG has deep expertise in a multitude of industries, with comprehensive knowledge of all aspects of M&A activity and post-merger integration, to help you realize the full value of your transaction.

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