What have you done to prepare for “Day One”?
What is your integration plan and combined operating model for the first 100 days after the deal is completed?
Is there a formal plan in place to focus on achieving integration objectives, yet ensure that the organization is not totally distracted (i.e. it still keeps its eye on the “normal” business)?
How will you judge the success of this deal in one year’s time?
The chaos surrounding a transition often impedes the management’s ability to effectively allocate focus on maintaining current operations, realising valuable deal synergies and achieving timely integration. Stakeholder expectations are often mismanaged and issues important to employees overlooked. Conflicting regulatory requirements, strict labour laws and unions, political interference and backlash against foreign presence in local markets are, among others, external factors that further complicate capturing the expected deal value.
PwC solutions for merger and acquisition integration include:
Our approach is a direct response to the issues and challenges that we see time and time again in mergers and acquisitions. Balancing integration with business performance is about delivering deal benefits whilst ensuring that your core business growth opportunities, business-as-usual activity and other change programmes are prioritized and remain on track. Our approach focuses upon addressing three key challenges: maximising value, minimising risk and managing the people side of change.
We help out clients to find clear objectives and targets on which to focus activity and critical resources for areas that add the most value.
We assist companies in maintaining strong control over the costs, benefit delivery, quality and scope of the programme.
PricewaterhouseCoopers helps you to manage your key stakeholders through the change: your employees, your clients, global regulatory bodies.