• 1. Post Merger Integration Introduction GPMIP Webinar Series February 20th, 2014 Scott Whitaker Presenter and Panelist Partner, GPMIP Atlanta
  • 2. About Global PMI Partners An international services organization comprised of 10 country-based firms We provide pre- and post-merger integration services (M&A Integration) for mid-size and large scale acquisitions Training | Advisory | Integration Execution GPMIP Partner Firms Our extended network of PMI consultants
  • 3. Integration Activities Pre-planning • Setting the Parameters of integration timing, addressing core business strategy issues, if necessary, and securing outside resources Integration Due Diligence • Securing background data on all functional business areas and business activity to inform your integration planning Integration Office Planning • Establishing an IMO to run your integration project Execution • All major integration activities, commencing from day one of your integration to end state Wrap-up • Post integration surveys and integration- closing activities
  • 4. Integration: What Could Go Wrong? People ExecutionPreparationPreparation 1 1 0
  • 5. Integration: What Could Go Wrong? People ExecutionPreparation • Lack of integration pre-planning • Overpayment for acquisitions • Weak due diligence on people and operations • Overestimated synergies • Lack of shared vision/strategic direction • Low/no integration budget • No integration playbook or consistent approach Preparation
  • 6. Integration: What Could Go Wrong? People ExecutionPreparation • Cultural conflict • Key talent loss • Lack of attention to people issues during implementation • Competing priorities • Lack of executive commitment Preparation
  • 7. Integration: What Could Go Wrong? People ExecutionPreparation • No Integration Management Office or team (or poorly resourced team) • Ineffective technology integration • Slow pace of integration • No end-state planning • Scope creep Preparation
  • 8. PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Pre-Planning is where integrations are won and lost Allocate a minimum 90 days of integration pre- planning prep Manage the pre-planning regimen like the execution phase
  • 9. PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Mobilize your Integration Management Office 90 days prior to Day 1 Define scope, roles & responsibilities for IMO leads Secure resource commitments in advance… clear the decks! Develop a strategy & process for getting information
  • 10. PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Don’t Minimize Culture and Change Management Challenges Confirm cultural differences as part of operational due- diligence Plan communications for all stakeholders to Day 1 +90 Make communications everyone’s responsibility
  • 11. Integrate with the End in Mind What is the desired experience for acquired employees on Day 1? - Branding, email addresses, business cards, intranet, etc. What is the desired End State for customers? - Customer service, invoices, packaging, etc. What is the desired End State for other external stakeholders? - E.g. local communities and charities - Suppliers, vendors, contractors Embrace transformation opportunities - People, process, system upgrades - Future proofing Get ahead of critical planning assumptions and desired “end state” for all critical areas of the business
  • 12. For Integration Success…Focus Here Integration Success Integration Support Resource Augmentation Systems Integration Communications Leverage the Positives Institutionalize the Approach Integration Strategy C-Level Oversight Resource IMO and critical Functions Properly Don’t underestimate IT workstream challenges and timing Make communication planning a top priority Clarify Strategy & Business Goals Create a Playbook Reward Success
  • 13. Thank You! www.gpmip.com/contact GPMIP Training | Advisory | Integration Execution
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    Webinar- Key Aspects for maximizing Synergies_GPMIP

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    Download Webinar- Key Aspects for maximizing Synergies_GPMIP

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  • 1. Post Merger Integration Introduction GPMIP Webinar Series February 20th, 2014 Scott Whitaker Presenter and Panelist Partner, GPMIP Atlanta
  • 2. About Global PMI Partners An international services organization comprised of 10 country-based firms We provide pre- and post-merger integration services (M&A Integration) for mid-size and large scale acquisitions Training | Advisory | Integration Execution GPMIP Partner Firms Our extended network of PMI consultants
  • 3. Integration Activities Pre-planning • Setting the Parameters of integration timing, addressing core business strategy issues, if necessary, and securing outside resources Integration Due Diligence • Securing background data on all functional business areas and business activity to inform your integration planning Integration Office Planning • Establishing an IMO to run your integration project Execution • All major integration activities, commencing from day one of your integration to end state Wrap-up • Post integration surveys and integration- closing activities
  • 4. Integration: What Could Go Wrong? People ExecutionPreparationPreparation 1 1 0
  • 5. Integration: What Could Go Wrong? People ExecutionPreparation • Lack of integration pre-planning • Overpayment for acquisitions • Weak due diligence on people and operations • Overestimated synergies • Lack of shared vision/strategic direction • Low/no integration budget • No integration playbook or consistent approach Preparation
  • 6. Integration: What Could Go Wrong? People ExecutionPreparation • Cultural conflict • Key talent loss • Lack of attention to people issues during implementation • Competing priorities • Lack of executive commitment Preparation
  • 7. Integration: What Could Go Wrong? People ExecutionPreparation • No Integration Management Office or team (or poorly resourced team) • Ineffective technology integration • Slow pace of integration • No end-state planning • Scope creep Preparation
  • 8. PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Pre-Planning is where integrations are won and lost Allocate a minimum 90 days of integration pre- planning prep Manage the pre-planning regimen like the execution phase
  • 9. PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Mobilize your Integration Management Office 90 days prior to Day 1 Define scope, roles & responsibilities for IMO leads Secure resource commitments in advance… clear the decks! Develop a strategy & process for getting information
  • 10. PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Don’t Minimize Culture and Change Management Challenges Confirm cultural differences as part of operational due- diligence Plan communications for all stakeholders to Day 1 +90 Make communications everyone’s responsibility
  • 11. Integrate with the End in Mind What is the desired experience for acquired employees on Day 1? - Branding, email addresses, business cards, intranet, etc. What is the desired End State for customers? - Customer service, invoices, packaging, etc. What is the desired End State for other external stakeholders? - E.g. local communities and charities - Suppliers, vendors, contractors Embrace transformation opportunities - People, process, system upgrades - Future proofing Get ahead of critical planning assumptions and desired “end state” for all critical areas of the business
  • 12. For Integration Success…Focus Here Integration Success Integration Support Resource Augmentation Systems Integration Communications Leverage the Positives Institutionalize the Approach Integration Strategy C-Level Oversight Resource IMO and critical Functions Properly Don’t underestimate IT workstream challenges and timing Make communication planning a top priority Clarify Strategy & Business Goals Create a Playbook Reward Success
  • 13. Thank You! www.gpmip.com/contact GPMIP Training | Advisory | Integration Execution
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