Mergers & Acquisitions
Is The Merger / Acquisition Investment Ready To Meet The Objective?
Regulators, stockholders, and market analysts often resist proposed acquisitions on the basis of history. Specifically, 80% of public merger and acquisitions over the last 10 years have failed to achieve forecasted financial results. In the majority of cases, the failure is directly attributed to the lack of a proven post integration process.
Very few corporations have a tried-and-true successful post acquisition management process to follow, and without measurement of the transformation from a separate unit into a new corporate structure, progress cannot be managed. Frequently, the business unit managers accountable for acquisition results are usually swamped with running their current businesses let alone handling all new issues concerning serving customers, production, logistics, quality, reporting, budgeting, staffing, resource allocation, and channeling information. This prevents corporate leaders from receiving true progress information until perhaps a year late which then requires crisis management.
Acquisitions often are justified on the potential value they are anticipated to create. Many acquisitions look good on paper, yet value is not created until AFTER the acquisition. Value is achieved when people from the combining organizations collaborate to create the expected benefits. This collaboration relies upon the will and ability of people to work together towards a new strategy. However, the acquiring management is at risk exposed to the difference between potential value and the real value actually created.
One of the biggest obstacles in the way of the merging of two organizations is organizational culture. When mergers fail employees point to issues such as identity, communication problems, human resources problems, ego clashes, and inter-group conflicts, which all fall under the category of “cultural differences”. One way to combat such difficulties is through cultural leadership. Organizational leaders must also be cultural leaders and help facilitate the change from the two old cultures into the one new culture. This is done through cultural innovation followed by cultural maintenance.
Our proprietary Post Merger Facilitation (PMF), conducted by our Integration Facilitators, cements the links between strategy and operations by tying performance metrics into management actions. We specialize in helping organizations develop and maintain a competitive advantage and cultural emergence. Our Inside-Out Method closes the gap between current and desired performance by aligning processes with people and strategy.
We would like to earn the right to work with you and help expand your company. At the very least, we’ d like to share some ideas that could ensure success.
Key Areas of Post Merger Facilitation:

Alignment of strategic goals

Improved market share

Greater innovation and use of intellectual capital

Improved market presence

Retention of key customers and employees

Penetration of new markets

Ask us to how "GAP"TM Implementation can help you.
M&A culture achievement
Executive Coaching
Strategic Planning
Cultural Emergence
Mergers & Acquisitions
TeamBuilding & Alignment
Leadership Development
Negotiations Skill Honing
Business/Sales Development
Cycle Time Reduction Lean
Behavioral Based Change
Risk Management
Organizational Analysis
Change Management
Lean Project Execution
A proven and repeatable

Inside-Out Method that gets

Empowering Your Potential
"Cultural Alignment is Everything!"
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