A merger or acquisition can be a powerful way to boost growth and increase reach by leveraging new channels and customer segments or other assets. By combining the retail presence of a company with the distribution channels of another and an array of products which caters to different demographics. It also opens new markets, as by acquiring or merging with an organization operating within a specific geographic area.
Companies that do not manage M&A integration properly risk losing value because they are consuming a lot of time and attention. They may lose talented workers who feel unfulfilled and choose to seek another company. Poorly managed system migrations may also distract managers from their main business.
In M&A integration an error that is common is the desire to move acquired systems and processes too quickly to realize cost savings and other synergies. This can lead to major disruptions to customers and lots of extra work.
It is more effective to establish clear guiding principles and the level of integration required to achieve the requirements. This will allow leaders to build strong relationships with the functional work stream leads as well as IMO in order to promote transparency accountability, transparency, and communication about the program. It’s also crucial to establish a weekly right personal property insurance schedule between IMO teams and the SteerCo to promote daily progress, raise risks, and resolve problems. This gives the IMO the accountability and visibility it requires to direct the implementation of the integration plans.