Consumer goods
Integration of new brands: Consulting for HR management, executive training, lessons learned sessions, analysis and evaluation of results
When it comes to mergers and acquisitions, the well-known adage holds truer than ever: “Culture eats strategy for breakfast.” This is because different cultures suddenly collide. Executives and employees are expected to achieve more together. 1 + 1 should equal 3. That is often the goal. Without intensive post-merger integration, the equation can quickly become 1+1 = 1. The planned added value is often not achieved because change management is neglected. After the exciting wedding, too little attention is often paid to how the partners will live together.
Post-merger integration begins even before the formal completion of a transaction, known as “closing.” This is because, at the latest by the time of “signing”—that is, the agreement to proceed with the transaction—all stakeholders involved, and especially the affected executives and employees, begin to grapple intensively with the potential implications. In most cases, it is not yet clear in detail how the integration will bring about change. Therefore, in this initial phase, it is important to create transparency regarding the next steps and opportunities to participate in the detailed planning. Those who are involved are more willing to implement even painful changes.
Integration of new brands: Consulting for HR management, executive training, lessons learned sessions, analysis and evaluation of results
Merger of two companies: internal change campaign, including project management, facilitation of an executive conference, and employee workshops
Integration of regional municipal utilities: Cultural due diligence (pre-merger), internal change campaign, including project management and advisory services to senior management
Merger of the two IT service providers within the VR Group, extensive staff reductions: project and interim management, including oversight of change management across all areas of operation
Integration of multiple companies or teams across locations: Cultural due diligence (pre-merger), project management, and internal change campaigns; advising the partners involved
Integration of two architectural firms: Cultural due diligence (post-merger), executive workshops, lessons learned sessions, management consulting
Every post-merger integration (PMI) is unique, with its own objectives and starting conditions for management. Drawing on its extensive experience with PMI projects, Groß & Cie. structures the process and employs the appropriate tools, such as checklists to identify relevant areas of action. The first step in consulting is assessing the initial situation. Groß & Cie. serves clients not only in Frankfurt am Main and the Rhine-Main region, but throughout Germany, Austria, and Switzerland.
These articles provide an in-depth look at the post-merger integration process: “Culture as a Success Factor in M&A Transactions” in Rethinking Finance and “Post-Merger Integration Determines Success in M&A Transactions” in the Journal for Corporate Lawyers.
We would be happy to discuss the specific challenges of your post-merger integration. You can reach Managing Partner Dr. Michael Groß by phone at 0171 2428 624. Or send him an email.