M&A Integration Associate (Post Merger Integration)

After presenting major stages of an M&A process it becomes clear that post merger integration starts already in the pre-closing stage. The module also shows how synergies drive the degree of integration as well as the design of the target operating model.

M&A process   

• Stages of Mergers and Acquisitions
• Your opinion
• Start of PMI
• Your opinion
• End of PMI

Synergies   

• Business overlaps
• Business complementarity
• Workout
• Costs of synergy implementation

Degree of integration   

• Continuum of integration degrees
• Low, medium and high degree of integration
• The “right” degree of integration
• Workout
• Target Operating Model
• Case
• Expert statement

Lessons learned

Self Check
 

The module starts with demonstrating that any post merger integration is managed through phases and that integration speed is above all about prioritising integration tasks. The module illustrates that Integration Management requires leadership on various levels and that teams are a major vehicle for managing post merger integration. It wraps up with illustrating that success of integration is often more than just financials and that Integration Management demands proactive risk management.

Complexity   

• Managing PMI
• Deal type
• Share deal
• Asset deal
• Case
• Expert statement

Phases   

• From preparation to implementation
• Case
• Expert statement

Speed   

• Prioritization of tasks
• Timelines
• Workout

Leadership   

• Leadership on various levels
• Case
• Expert statement

Success   

• Key Performance Indicators
• Workout
• Case
• Expert statement

Risks   

• Risk management
• Workout

Lessons learned

Self Check
 

The module illustrates how integration can greatly disturb the cultural peace of an organisation and that integration is emotional and stressful for all individuals from both organisations. The module illustrates why change management is a management task in post-merger integration that cannot be delegated. It closes with showing that communication is mandatory in almost any case to address merger-related fears and uncertainties.

Organisational alignment 

• Design parameters
• Management appointments
• Case
• Expert statement

Corporate culture   

• Key elements
• Example
• Workout
• Culture clash

The individual’s perspective   

• Merger syndrome
• Workout
• “Change Path”
• Explore the “Change Path”

Change management   

• The soft side and the hard side
• Key people
• Workout
• Retention of key people
• Case
• Expert statement

Merger communication   

• Workout
• Communication myths
• Stakeholder analysis
• Structuring merger communication
• Communication plan
• Case
• Expert statement

Lessons learned

Self Check

The module gives various task examples for HR managing people topics such as reassuring and retaining key people. Providing further examples on how Finance functions take and maintain control the module illustrates also how to control money flows and to consolidate and report financials. Regarding IT it further outlines task examples for establishing secure IT connections, and aligning IT applications and systems in order to connect people and processes.

Introduction   

• Functional Integration

Human Resources   

• Integration of HR
• Exemplary Tasks
• Case
• Expert statement

Finance   

• Integration of Finance
• Exemplary Tasks
• Case
• Expert statement

Information Technology   

• Integration of IT
• Exemplary Tasks
• Case
• Expert statement

Workout   

• Assess functional integration tasks

Lessons learned

Self Check

The module illustrates that Business Integration is not business as usual by discussing examples from Research and Product Development (R&PD), Procurement, Operations, and Sales & Marketing. It shows that R&PD integration is about securing today’s offerings while planning for tomorrow’s and that Procurement needs to manage cost savings also beyond quick wins by analyzing spending in-depth. With regard to Operations the module illustrates how to balance cost savings and business continuity risks assessing consolidation options. It also illustrates how Sales & Marketing maintains and intensifies customer relationship management in a post merger integration.

Introduction   

• Business Integration

Research & Product Development   

• Integration of R&PD
• Exemplary Tasks
• Case
• Expert statement

Procurement   

• Integration of Procurement
• Exemplary Tasks
• Case
• Expert statement

Operations   

• Integration of Operations
• Exemplary Tasks
• Case
• Expert statement

Sales & Marketing   

• Integration of Sales & Marketing
• Exemplary Tasks
• Case
• Expert statement
• Workout   
• Assess business integration tasks

Lessons learned

Self Check