Post-Merger Integration (PMI)

"55 per cent of organisations fail due to integration related challenges, post-merger or acquisition."

The process of combining two or more organizations into a single organization involves several organizational systems, such as assets, people, resources, tasks, and the supporting information technology. Integration Planning is one of the most challenging areas to address pre-close during a merger or acquisition. 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.

M&A integration or 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. More specifically, problems in mergers and acquisitions often cause deals to fail, or, at the very least, result in the inability to extract true value from deals - no one wants a deal that looks good only on paper or results in a semi-integrated company. 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.

Through our approach, we enable organisations that have come together through an acquisition or merger to realise benefits by developing a target operating model, helping eliminate structural and process redundancies, conducting skill assessment and fitment analysis, recommending and helping implement technology enablers for efficiencies.

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