A merger of companies or parts of companies often brings about enormous structural, organizational and cultural challenges. Post-merger integrations with the aim of quickly merging the combined organizations and thereby releasing the planned synergies are often much more complicated to implement than originally expected. What is often not considered enough is the careful planning of the post-merger integration and the focused implementation of this planning, taking into account the sensitive environment. A factor for success that should not be underestimated is the project-accompanying, goal-oriented and positive communication of the goals and progress of integration in order not to lose the employees on the challenging journey. In practice, however, it is precisely here that one most frequently sees the reasons for why the financial goals of the transaction are not achieved.
In the framework of transaction-related adjustments to your finance organization as a result of the merging or separation of business units, we will create a sustainable organizational, process and IT concept for the area of finance that is required for the specific situation and will provide you with pragmatic operational support as an experienced partner. Before, during and after an IPO or in the context of M&A transactions, we have the interface competence and experience to ensure the achievement of your goals.
Identification of Risks in Post-merger Projects
In the case of a planned merger of corporate structures, potential for synergy and possible target structures as well as risk areas must already be identified as part of due diligence in order to be able to take the relevant measures and initiatives in good time. At the latest during the post-merger integration phase, companies are faced with the challenge of selecting suitable merger concepts and implementing them in order to transform the synergy potential into results-enhancing effects.
Process and System Integration in the Context of Post-merger Integration
In addition to the challenge posed by new organizational structures, the optimum merging of process and system landscapes is the second key component of an integrated financial structure. Harmonized applications and data structures form the basis for streamlined and uniform processes. As part of our project approach, we support you in the first step by implementing the integration project, taking into account the structural, procedural, and system-technical fields of action and, last but not least, the “human being” component. Furthermore, we identify and prioritize the fields of action and necessary adjustment requirements on the basis of the prepared risk profile, always involving your employees in a meaningful manner.
Support in Implementing Post-merger Projects
In addition to consistent organizational development in compliance with the strategic guidelines and the operating model, we will accompany you with our integrated project management approach outlined above. We will support you with the necessary change and communication processes all the way to the final implementation and smooth anchoring of the process and system changes as well as with the consolidation and stabilization of your teams. Benefit from our interface competence and extensive practical experience on the basis of numerous CFO and management positions.
If you are interested or have any questions, please contact us.