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One common M&A mistake is to treat integration as a standard procedure. This can lead to an inability to see the big picture and relationships with customers, which can undermine the deal’s value to the maximum. This is why high-performing acquirers make sure to tailor their integration plans to each acquisition’s unique objectives.
The integration process is difficult because of the number of moving parts that must be integrated seamlessly. From the IT systems to merging departments, and determining the new organizational structure there are numerous challenges in terms of technology and culture that must be dealt with to ensure success.
To overcome these issues, it is critical to streamline and centralize communications. Acquirers using DealRoom for due diligence report an increase in collaboration, a reduction in the number of disconnected emails and more efficient M&A Management. If you continue to use DealRoom post-close, it is easier to manage integration and avoid pitfalls that can delay or even stop a transaction.
The first step in the planning process is to identify a leadership team to help facilitate the process of integration. This is vital, since the lack of support from leadership and alignment is a major reason for failure to integrate. Prioritizing tasks and establishing groups to tackle them is also crucial. This will ensure the right allocation of resources, including expertise and attention from management which will assist in create an efficient and effective integration.
Marketing and branding are frequently the most valuable sources for synergies within an integration. This kind of functional integration is done on a function-by function basis and involves coordinating the product portfolios and messaging, and putting together an integrated go-to-market strategy.
