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Processes to apply rigorous and robust analysis
- Financial performance
- Operational efficiency
- Strategic metrics
- Ownership structure
- Tax reconciliation
- IT integration
- Legal compliance
- Valuation
Integration Playbook
Capturing sustained economic value in a merger or acquisition can be a challenge. Regardless of deal size or complexity, we help realize shareholder objectives through a structured process defined in our Integration Playbook:
1. Accelerate the transition
There is no value in delay. It is critical to focus on obtaining bottom-line results as quickly as possible to maximize shareholder value. Prolonged transitions slow growth, reduce profits, destroy morale and productivity, and lead to missed opportunities and loss of market share.
2. Define the integration strategy
Integration is a highly tactical effort, and tactics must be implemented in ways that protect the value of the deal. Integration priorities are easier to identify and execute when a clear integration strategy is well defined and communicated.
3. Focus on priority initiatives
Shareholder value should drive the allocation of resources. First, potential sources of value creation should be chosen. Resources should then be allocated based on potential financial impact, probability of success, and timeline requirements.
4. Prepare for Day One
Critical Day One tasks need to be identified early, before more detailed planning commences. This pinpoints longer lead-times requirements well before they can turn into surprises.
5. Communicate with all stakeholders
Communicate early and often with stakeholders, including employees, investors, suppliers/vendors, and customers. Communications should give the reasons behind the deal, specify the timing for key actions, and be candid in about what is known and unknown.
6. Establish leadership at all levels
Integration efforts require significant, high-quality resources, including committed members of the executive team. It is critical to assign accountability, define functional authority, and establish role clarity.
7. Manage the integration as a business process
The larger the transaction, the more challenging the integration, and the greater requirement for a well-defined process to focus resources and capital on the right activities at the right times.