| Identification and communication of top-down synergy objectives | Review of the synergy goals analysed in the pre-deal phase. Alignment of the joint executive team on that basis and adjustments if needed.
Distribution of the synergy goals to the relevant task forces in accordance with global project design.
Mobilisation of task forces on the basis of realistic and clear quantified objectives.
Identification of non-quantified objectives if of strategic interest for the success of the deal. | Review of Strategic analysis and financial due diligence
Top-down communication to project and line managers | Structured hand-over approach with the due diligence and M&A team.
Project design and mobilisation Process.
Management of non-quantified strategic goals. |
Bottom-up identification of opportunities (qualitative) | Strong and positive bottom-up contribution of employees to the deal success.
Hands-on approaches in line with the cultural patterns of the firms.
Optimised leverage of the change opportunity. | Fast-track mobilisation of task forces around the synergy process
| Synergy Identification Workshops per workstream.
Check-lists and templates
IT solutions (if needed) |
| Valuation of benefits and synergy estimates | Consolidated view of all the synergies identified, in accordance with initial deal objectives.
Quantification of implementation costs.
Timing of the synergy | | |