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Client Testimonial
"We demand the transition of employee, payroll, and benefits in a fixed period of
time without any hiccups. If you can't do that, you have big employee retention
issues. We created a benefits package that had the things employees really
valued, and we saved a significant sum of money, probably 20 percent.
Corporate Performance Strategies did an incredible job of thoroughly
understanding what we are all about ... and the results we want."
West coast based, global firm specializing in mergers, acquisitions and operations
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M&A Integration
How will you conduct the required HR due diligence to support the completion of
an M&A transaction?
How will you leverage your infrastructure with newly acquired companies?
How will you ensure transition of key employees and customers during this
tremendous period of change?
How will your organization maintain communication with employees, clients, and
business partners through your merger transition?
What leadership voids need to be filled during the transition and beyond?
How will you handle the transition of benefits administration? What cost savings
can you achieve through that transition?
Corporate Performance Strategies has facilitated the integration of numerous companies over the years. We understand the unique time constraints and
organizational challenges that can derail a merger.
Why do mergers fail?
- Poor strategic fit and/or overpayment
- Inadequate HR due diligence
- Prolonged integration process
- Leadership void and clashes
- Inadequate communication - at all levels
- Cultural differences
- Internal focus versus customer focus
- Operational integration failures
- Loosely coordinated transition processes
We excel at fulfilling the specific needs of companies in a merger situation. Our
years of experience have led us to develop a series of integration best practices, which we believe are the keys to unlocking success in the unpredictable world of
M&A:
Speed: The transition should be swift and leadership must be prepared to make
tough decisions regarding a variety of issues - from the mundane, to the mission
critical - including: customer and prospect communications, phone greetings,
business cards, consolidations, benefits plans, compensation practices,
restructuring, new leadership, branding, downsizing, and other issues. A well-defined plan and process, which can include support through executive effectiveness coaching, executive HR consulting, senior leadership team coaching, and organizational effectiveness coaching, increases the chances of successful integration.
Consolidated management & communication: The most viable deals name
the senior management team prior to closing or immediately afterward. All eyes
are on the leadership team. A senior executive should have complete
responsibility and authority for implementation of the integration plan. That
should be his/her only job 24/7. This executive should secure resources for the
integration and should take responsibility for top-down and ground-up
communication throughout the process.
Vision: A clear, concise, and achievable vision must be established for the
combined entity. That mission should be communicated internally and externally
- and, most of all, consistently.
Culture: Too many integrations fail because of cultural mismatches. Pay
attention to the changing dynamic of the emerging culture and take steps to
nurture it.
Operations: Develop combined sales/marketing/service plans.
Focus: Successful merger managers focus on the 20 percent of the business
that drives the 80 percent of the value in the deal.
Staff realignment: Remove those who do not support or fit into the new culture
or business model. Consider retention programs for key employees who will be
long-term assets and team players. Make the tough decisions NOW. An effective
talent management process is vital to success.
To learn more about our approach to M&A Integration, contact
us.
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