In M&A, it is important to avoid destroying the value of the deal. Therefore, you must take time to plan and establish your processes. I’ve observed that the most frequent problems are related to people – how they respond to change and how they resist it and what they do if things don’t go according to plan.

One of the primary services we offer our clients is to assist them in setting up a system that will allow them to identify potential issues early and react quickly to them. This can be done by holding an annual IMO meeting and functional work streams to evaluate the progress of the process and escalate issues and risks to the SteerCo.

Once the process for tackling problems is established, it’s important to focus on the execution. It’s important to make sure that the team members know what they’re expected to do and how they’ll be evaluated, and how often. Also, it should clearly state accountability (i.e. taking responsibility for end results) and the authority to make decisions for the entire company.

It is vital to ensure that the CEO and top management are able to devote at 90% of their time on essential business concerns and avoid getting distracted by integration tasks. It’s a good idea to appoint a leader who can manage the Decision Management Office and coordinate work streams. This person could be from the acquiring company or be a rising star in the merged organization who has the support of their boss.

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