Photo: Fabrizio Conti / UnsplashINDUSTRY
Two companies, a combination to build.
A framework set with both companies and their investors.
Read the case[moment 05 · merger, acquisition, combination.]
“The deal is signed, the integration is stalling.”
Two teams, two cultures, and one organisation to run. Integration is decided as early as the preparation of the deal.
Post-acquisition integration starts before signing: getting to know each other, growing the business together, building synergies across operations and support functions, preparing the equity combination. It succeeds when the framework holds on both sides, for both leadership teams and for their investors.
What is at play
Both leadership teams
Each has its own goals and constraints. Not everything is said.
The investors
On each side they expect a structure that protects their interests, then the promised results.
The functions
Operations and support functions overlap. Synergies are slow to come.
The teams
They compare, and wait to find out what changes for them.
What we do
01
The ecosystem of your issue
We secure the framework with both companies and their respective investors. We put everyone's goals and constraints on the table, transparently. We look with you for the right combination structure.
02 · 03
Team engagement · On the ground
We identify the synergies, function by function, and the people who will deliver them. We hold the course through to integration.
03
On the ground
We give operational support at key moments, with experts we direct.
What you gain
A framework that holds on both sides. One organisation that runs.
[a case.]
Photo: Fabrizio Conti / Unsplash[first step.]
2 hours to see your issue clearly.On your own, away from your offices, with both partners. Your map and priorities, in writing within 48 hours.
Frequently asked questions.
When should you prepare the integration of an acquisition?
Before signing. The combination structure, the targeted synergies and everyone's place are decided while preparing the deal, not afterwards.
Do you work on the financial and legal side of the deal?
We work with the financial and legal advisers of both parties. Our place is with the leaders: the framework between the parties, the synergies, the organisation and the teams.
Other moments
“I have to prove it is worth it.”
Win over those who decide with me, and bring on board those who will deliver.
“I am caught between a rock and a hard place.”
My board or executive committee on one side, my teams on the other. Communicating and deciding become difficult.
“My executive committee goes round in circles. Nobody decides.”
The options have been on the table for months. The deadline is getting closer.