The first 100 days largely determine the success of mergers. The real work begins after the merger takes place.
Organisations should be connected in a way that allows structures, strategies, culture and leadership to “work” together – so as to lower the chances of systems blocking eachother.
Well-designed communities that foster diversity produce fruitful mergers.
We will support you in putting together strategies that will faciliate an easier navigation through the PMI (Post Merger Integration):
How much integration is needed? How and where can action capacities be quickly restored? Which priorities should be set in advance? Where are synergies located and how they are implemented? How can we maintain diversity whilst building a community? How can we create a vibrant corporate culture? How are new collective strategies designed?
Our approach is based on the key factors of restructuring and post-merger integration processes. We will support you in incorporating all of the hard and soft factors early on in the process.
Active change and speed-management
Definition of „strategic guidelines” for the PMI program. Definition of change initiatives and operational project planning. Making and implementing decisions on management and organizational structures quickly, to convey a sense of transparency and establish guidelines for employees. Swift communication and mobilization of integration teams.
A clear, strategic-oriented integrated approach
We will assist you in the planning of business measures, risk analysis of customer and employee migration, financial risks of performance measurement of skills development, competence development and process evaluation.
Early stabilisation of the organization
We will support you in the transition management of emotional factors – concerns, uncertainty, fear, resistance, and disorientation – across all levels, combined with a clear, well-organized communication of decision-making processes, positions and development prospects, layoffs, traditions and values.
Strategic alignment of customers
During change processes a lot of attention and energy is invested in the organisation. This can result in customers and suppliers feeling neglected. To cater for this issue, we will set up information sessions with you and clarify some important questions: What does this change phase mean to us? What are the risks and disadvantages of it? What are the benefits and advantages? At the same time, customers will become familiar with the new concepts, systems and requirements.
Multi-level cultural change
Collaborating on tasks and projects often has the “side effect“ of integrating the organisational culture and resolving structural conflicts. That is why we support the development of common, challenging tasks that encourage and motivate employees, managers and project teams – regardless of their different company backgrounds – to collaborate on a cross-organisational basis. We will accompany newly established business units and divisions with team-integration workshops. Linking strategic, structural and cultural development forms the basis our work.
Thorough performance measurement of successful integration
The use of Integration Scorecards will allow the monitoring of important aspects, thus ensuring better mastering of complexity in the PMI process. The program monitoring management will assist in managing and adapting different action plans in a timely manner.
Rigorous project management
Project monitoring tools including traffic light analyses and a few key performance indicators help to monitor the progress of the project and to identify any project target slippages in the individual areas at an early stage.