Transformation & ChangePractice group
Post-merger integration
Turning two companies into a high-performing organisation.
Areas of expertise
Let’s discuss your situation.
In a confidential initial conversation, we identify the experience your project needs.
Once a transaction has been completed, the real work begins. Structures must be merged, synergies realised, cultures integrated, and leadership and responsibilities realigned. Our Senior Executive Advisors support integration processes in a pragmatic and implementation-focused manner – with a focus on people, the organisation and results.
Typical situations
When this practice group can help
- The transaction has been completed, but the integration is not getting off the ground.
- Two organisations continue to work alongside one another rather than together.
- The expected synergies cannot be substantiated in the results.
- Leadership roles and responsibilities within the new organisation are yet to be determined.
- A carve-out must be completed whilst business continues as usual.
How we work
- 1
Define integration image
The target vision, level of integration and priorities are clarified: what will be merged, what will remain independent, and what will be rebuilt.
- 2
Merging structures
Organisation, processes, systems and leadership roles are aligned, and responsibilities are assigned in a binding manner.
- 3
Realising synergies
The measures are monitored operationally, contributions to results are reviewed and collaboration is embedded within the corporate culture.
Frequently asked questions
Post-merger integration: your questions answered
When should integration planning begin?
Ideally, this should take place before the closing. The later the vision, management structure and priorities are clarified, the more time passes during which both organisations continue to operate in parallel.
How do you deal with cultural differences?
We do not treat culture as a secondary issue, but as a leadership task: clear decisions, clearly identified responsible parties and clear communication to all those affected.
Do you also support carve-outs?
Yes. The separation of business units raises the same issues as integration – structures, processes, systems and people must be disentangled in an orderly manner.
5 profiles with experience in Post-merger integration
Further experience in our network: Marcel Bach.