Beyond Cost Savings in Post Merger Integration (PMI)
This paper explores the key issues that need to be addressed in post merger integration when acquirers integrate five core functions: information technology (IT), research and development (R&D), procurement, production and networks, and sales and marketing.
"According to a recent BCG study of more than 4,000 deals more than 71% of acquisitions in 2006 were driven by a quest for greater economies of scale. To unlock the full long term potential of a merger, however, acquirers need to think laterally and treat integration not as a functional exercise but as a strategic opportunity to reformulate each function's role s that each one plays a full and complementary part in optimizing the combined entity's long term growth"
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IT Strategy is nothing without its implementation. How can CIOs get some "SOLACE" from their IT Strategy? Read on! This paper proposes an IT Governance Framework that specifies decision rights and accountability in post merger integration of the IT function. This paper presents a framework based on both hard and soft factors to understand the outcome of post merger integration. This framework can be an excellent tool in decision making to ensure PMI success. (400 pages)
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This paper discusses cross border post merger integration trends, the challenges they pose and ways to deal with them. This research study discusses the critical success factors and "do and don't" of post merger integration (PMI) A Review of Business Consulting Literature to assess the Effects of Mergers and Post-Merger Integration. This paper presents the lessons learnt from post merger integration at nine (9) companies that came out ahead after the merger. More than half of all acquisitions actually destroy shareholder value, according to independent research, and integration efforts that fall short of the mark are often to blame! Making the right strategic choices can make all the difference between success and failure of a merger. This report discusses the key strategic and tactical issues to consider before and during a merger to develop an effective integration plan. New research shows an important difference in the way senior IT executives and senior business managers define success in a merger transaction. What’s behind this “alignment gap”? How will it affect M&A execution in the future? This report discusses four special issues in post merger integration namely, carving out value from spinoffs, working productively with unions, rising to the challenge of rapidly developing economies, and putting customers at the heart of PMI. How can a company achieve successful supply-chain integration? A real-world example of a company that went through the process successfully—not once but twice—provides some answers and insights. This is not your father's M&A market. We are observing a fundamental shift in economic power to China and India. What now? This presentation explores the role of the CIO in mergers and acquisitions. This article discusses best practices for rapid and comprehensive IT systems integration because it enhances the chances of overall merger success. This whitepaper presents a total cost of ownership (TCO) based comparison of initial deployment costs of blade versus rack mounted servers This white paper uses the total cost of ownership (TCO) model to evaluate advanced store system software. Approaching the integration of information technology functions in a perfunctory, arms-length manner both tempts fate and misses out on the very real benefits a well-planned and effectively executed IT integration can bring. Indeed, Booz Allen resea... Approaching the integration of information technology functions in a perfunctory, arms-length manner both tempts fate and misses out on the very real benefits a well-planned and effectively executed IT integration can bring. Indeed, Booz Allen resea...
Posted on 09/06/2010 by