[Post Merger Integration] Factory ®

The Next Level of Service Integration for Mergers and Acquisitions Projects
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The PMI Factory® Approach Tackles a Number of Issues Experienced Over 15 Years in a Wide Range of Situations.

  • Post merger integration is a specific issue in the life of a firm
  • It is a complex one because it puts the firm as a whole in a situation of urgency and stress
  • It asks for clarity and involvement of all stakeholders working inter-dependently, whereas the day-to-day business life is managed by small teams
  • It asks for solutions-driven advisors and strong empathy.

Typical  PMI Programme Management Issues          

Potential Solutions

Pre-deal advisors do not offer global post-deal capabilities:

  • Consulting groups have specific cultures and soft skills (eg top-down vs collaborative approach)
  • Lack of consistency in the methods.
  • Limited scope of expertise.
  • Regulatory limits.
  • Sub-critical size.
  • Cultural issues when project teams are internationally staffed

Provide a service scope beyond traditional boundaries:

  • Identify PMI-related expertise required based on the context and the risk assessment rather than on the pre-existing set of available capabilities.
  • Identify and nurture a win-win partnering model with SSP's (Strategic Sourcing Partners).
  • Secure work with local advisors by selecting experts with a "common language".

Executives have to build an efficient cooperative platform between functions:

    • General lack of time available to spend on the management of external advisors
    • Difficulty to reach consistency between workstreams in terms of capabilities, delivery and innovation.
    • Lack of time to achieve both the on-going job and the integration one.

    Provide bundled services from strategy to shop-floor implementation, across functions and geographies:

    • Develop innovation by embedding world-class expertise : marketing innovation, IT architecture, use of NICT’s…
    • A specific workstream is build on H2 optimise the project.
    • Extend partnership model abroad based on innovation and local position.

    Unclear value for the money spent:

    • Unclear role on actual implementation whereas this is perceived as the main issue.
    • General perception that the expertise is on the client side and not enough on the consultants' side.

    Provide alternative solutions to measure project sucess and link it with advisory costs:

    • Identification of additional benefits linked to consulting involvement (source tracking).
    • Success fees related to operational and/or financial indicators.

     

     Update 02.13.2010