Companies in a post-merger situation are typically characterized by a high degree of uncertainty. Employees from top management to operational level face a situation of change while customers require business stability. At the same time, there is great pressure to quickly reach synergy targets to meet business case expectations that have been raised in the due-diligence phase. Failure of post-merger integration can destroy shareholder value up to 50%. Successful post-merger integration can over-deliver on the M&A deal business case and create a new level of competitiveness in the market.
"CYLAD did a great job, very good return on investment; we have €10 million savings while in February we had nothing."
Head of Quality of an Aerospace Manufacturer
Typical questions we face:How do I ensure business continuity during and after closing?
Typical questions we face:What is an efficient setup for post-merger integration governance across companies, functions and regions?
Typical questions we face:What are the priorities for the first 100 days per function?
Typical questions we face:How can I ensure that I will not lose key talent after closing?
Typical questions we face:How do we generate ideas quickly in cross-company teams to realize and implement the expected synergy potential?
- Proven approach for post-merger integration governance (program organization, communication, meetings/workshops)
- Survey formats for beliefs, audits and cultural assessment
- Standard workshop formats for synergy idea generation in a post-merger integration setup
- Principles and tools for quantification of synergies